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Management of the Digital Library: New Techniques for a New Technology
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1 Nicholson, S. (1995) Management of the Digital Library: New Techniques for a New Technology. Available online at Management of the Digital Library: New Techniques for a New Technology Scott Nicholson Copyright July 13, 1995 ABSTRACT The digital library is a user-based library service that seamlessly connects users to the information they need electronically, regardless of source. The new technologies and higher costs cause management new difficulties in five areas: planning, organizing, staffing, directing, and controlling. The purpose of this report is to collect these problems from the literature and offer solutions when possible. The three largest problems facing the manager of digital library services are cost recovery, copyright issues, and training. Mangers must determine a way to recover the constant costs incurred by the technologies used to run the digital library through increased funding or charging users. Until copyright issues are dealt with, no copywritten material can be placed in a digital library. Constant training requires a commitment of money and time, yet is the most important change a manager can make to guarantee the success of the digital library. These issues must not be avoided, and require managers to re-think traditional management strategies. In order to handle these and other problems and successfully manage a digital library, managers require new tools for a new technology. The ideal digital library is a user-centered service that seamlessly connects users to the information they need electronically, regardless of source. In this state of transition to introduce digital library services, traditional libraries offer support in the way of personnel, funding, information, and management for these digital libraries. Management of a digital library differs from the management of a traditional library in many ways. "Factors such as distance from customers, specific product/service delivery mechanisms, technology, and organization must be planned and managed differently, but the underling concepts of customer-focused management are not profoundly changed" (Powell, 1994, p. 260). The purpose of this paper is to present a review of management problems caused by the digital library and possible solutions in the areas of the five basic parts of management - planning, organizing, staffing, directing, and controlling (Stueart & Moran, 1987). file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (1 of 13) [8/29/2003 9:31:43 AM]
2 PLANNING The main problem in the planning process for the manager of the digital library is the creation of longrange plans and establishment of evaluation standards. Long-range plans must be made without direct reference to rapidly-evolving technology in order to be applicable over time. As most technologies have a life of three years, a five-year plan can be difficult to follow beyond the third year. In the creation of plans, library managers must "differentiate between short-term survival and long-term evolution" (Saunders, 1995, p. 42). Therefore, successful long-range plans will be flexible enough to encompass whatever new technologies are needed by the library, without tying the library down to current types of technology (Stahl, 1993). ORGANIZING Organizational problems center around the merging of roles traditionally filled by public and technical services. These difficulties stem from the changing technologies and resulting changes in capabilities of the systems and the support then needed. According to Wahlda and Schiller (1993), "new organizational structures will be needed if libraries are going to be successful in an electronic, networked environment. Libraries will need structures which allow for increased flexibility and innovation and which are more responsive to change than at present" (p. 16). These new organizational structures will be decentralized, with leadership and expertise found throughout the structure in order to quickly adapt to change (Wahlda & Schiller, 1993). As virtual users will require on-line help which may involve technical details along with more traditional reference questions, technical and public services can not be considered separate entities (Wahlda & Schiller, 1993). A group of technically-minded staff members who are trained in public services will be needed to bridge the gap between the service groups. Another solution is to break up the task-based departments and reorganize the staff into teams by subject. "Subject team approaches to work are already in place in libraries at the University of Illinois, Indiana University, University of Iowa, and at Yale University in technical services"(wahlda & Schiller, p.20, 1993). Another solution is regroup the current staff into broader groups, focusing on the separation of virtual and physical access of information. "The Information Access division would encompass, among other functions, cataloging and reference, while the Information Delivery division would include circulation and acquisitions"(wahlda & Schiller, p. 20, 1993). Successful organizational structures will be less hierarchical, possibly even organic, so that they may change as technology changes. (Wahlda & Schiller, 1993). STAFFING Challenges in staffing involve changes in physical staff, virtual staff, and a new emphasis on training and development. The evolving technologies required to run a digital library require personnel with the expertise, time, and access to constant training to keep up with changes. Managers may build a file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (2 of 13) [8/29/2003 9:31:43 AM]
3 dependency on out-of-house consultants or the local computer center (McDonald, 1990). Another possibility is that this dependency for the daily operation of the digital library may exist around one or two on-staff computer experts. "The increased degree of dependence... means that we have to approach matters differently than we have in the past. We can't rely on 'business as usual'"(mcdonald, 1990, p. 153). Managers must work with these experts to prepare contingency plans and training in case of an emergency. Users accessing a digital library will require assistance; however, the lack of the user's physical presence in the library makes this assistance much more difficult to give. In order to help on-line patrons in a manner consistent with traditional libraries, digital libraries will have to sponsor on-line librarians to assist those that need help (Campbell, 1994). Since the library has been the traditional place for nonschool education, "librarians are assuming the responsibility for training users" (McClure, McKenna, Moen, & Ryan, 1993). Patrons are taught in public schools how to use the traditional physical library - those same patrons will need training to use the digital library. Librarians must take this training upon themselves - money and resources spent on the digital library are wasted without user training. However, if user training is a critical need, then librarian training is imperative. "No longer operating from a known and accepted knowledge-base, librarians must teach sources and techniques that they have not even had the opportunity to apply in their own research" (Loomiss & Fink, 1993). This can be very frustrating for library staff who have been given a manual or told to learn to program by using it for a few hours. Managers of a digital library and their superiors must believe that staff development is highly important, and commit funding and time for this increased level of training (Tennant, 1995). Managers need new tools for this increased level of training. They cannot, as in the past, depend on the library schools and previous work experience to train librarians. The challenge of this training is that it must not only be used to "keep up, but also to keep ahead in order to anticipate changing user requirements" (Loomis & Fink, 1993). This training, therefore, must be a continuing process that can be easily changed and expanded to reflect the new technologies. One way to do this is through modular training units that are available to use as time allows (Loomis & Fink, 1993). One option is an in-house training program. However, a manager must be careful to select people that not only know the technology but also have the skills needed to train others. In fact, "a capable trainer can learn a topic more easily than an individual who knows the topic can learn to be a capable trainer" (Tennant, 1995, p. 47). Another option is outside training, through a vendor contract or special classes. Outside training can be very expensive, creates a further dependence on an outside organization, and may not be focused toward the precise needs of the librarians (Tennant, 1995). S. Davidsen (personal communication, July 12, 1995) said that she does "weekly technology updates, very informally, with our staff". Other possibilities are staff newsletters and encouragement of the use of electronic journals/discussion groups (Tennant, 1995). However, the rapid evolution of technology means any training utilized must constantly be updated to reflect changes. Davidsen (personal communication, July 12, 1995) stated that "The changes in IT [information technology] are so fast, sometimes I can't hold a training session in a new area quickly enough and my staff gets frustrated. So do I!" file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (3 of 13) [8/29/2003 9:31:43 AM]
4 For training to be accepted and successful, the staff members must take on an attitude of constant learning which can be a challenge for those set in their ways. The manager must be creative in developing training solutions that can be adapted to the changing technology and that will be accepted by those that can not or will not learn from traditional training methods. There are several ways to provide the needed knowledge, but no matter which is used, they all require time and resources that must be arranged by the manager. DIRECTING Managers may have to adopt new directing skills to help calm staff fears about the technology. Some librarians have the concern that by furthering the digital or virtual library, they are putting themselves out of a job. However, according to Piggott (1993), It seems, therefore, that until such time as computers are able of matching human intelligence, and until such time as all the information required by a user is delivered at his/her desktop at an affordable price, the role of the librarian in the process of managing and imparting knowledge will remain central. (p. 210) Managers can prepare their staff for these changes by developing a "trusting team environment built on organizational flexibility and deep staff understanding of the digitized information world" (Houweiling, 1994, p. 15). Training, development, and enthusiastic leadership will help those that are afraid of the new technologies (Davidsen, personal communication, July 12, 1995). CONTROLLING The final area of management that is affected by the digital library is controlling, which includes computer security, increased budgetary needs, and copyright issues. Security plays a very different role in a digital library. In the traditional library, physical materials can be protected through electronic devices and security guards. However, electronic material has weaknesses that print does not. A user could conceivably copy all of the materials in very little time and the digital library would not notice anything. That user could then publish the information for profit, having the source material provided free by their local library. This is a moral (and legal, in the case of copywritten material) issue that managers will have to deal with. Another problem is the changing of materials. Mischievous hackers may download materials from a library, make changes, and break into the system and replace the information. Unlike with books, electronic information is simple to forge and changes can be undetectable. While this may not seem like the "usual" problem posed by hackers, such a change could disguise a virus as a downloadable picture, sound byte, or program. That data would then be propagated to unsuspecting users from a supposed safe place - the library. The library could then be held liable for these problems. Thus, managers will have to research security methods and possibly depend on outside help to protect their data. file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (4 of 13) [8/29/2003 9:31:43 AM]
5 A third problem involves incorrect or misleading information. Part of the goal of the digital library is the ability to connect users to many different information sources (Gapen, 1993). Immediate, inexpensive, risk-free publication is available to those that have a personal computer, an Internet account, and the know-how. In fact, most of the major on-line services now offer free areas and publishing software for their users to post any information they please. This low-cost easy direct access to publishing removes the role of validation that an editor and publisher played with printed material. Thus, it is imperative that librarians in charge of the digital library must validate information before directing others to it, or provide a disclaimer that the documents the user is about to see has not been verified. An assumption is made about printed matter that cannot be made about unscreened electronic information - that the material has been screened for mistakes by a publisher and can be used as a dependable resource. Managers of a digital library must realize this possibility exists, and provide adequate warnings to users regarding unscreened material. Budgetary issues that face a manager of a digital library include the need for additional funding and the question of cost-recovery. Due to the perception of the digital library taking over the jobs of librarians, administrators may believe that there will be a reduction in operating costs if they make the large initial investment to create a digital library. This is not the case, in fact, operating costs will be higher due to the high cost involved with the upkeep and update of hardware and software, training, and the hiring of highly skilled workers (Wahlde & Schiller, 1993). There are several rebuttals to this concern. The first is education of administrators - teaching them that a digital library will allow you to provide more services and more access to information with the same number of staff. Initially, there may need to be temporary consultants hired to train staff and create the system. However, once the system is running, it is possible to be continued by the trained staff, bringing in consultants when the need arises. In fact, the library can give access to the same information to many more people simultaneously through a digital library services. The overall cost to the library per user is lower (Cloyes, 1994). The problem with this is that many of those users will not be in the immediate locale as the library. Publicly funded libraries will have a difficult time justifying the expenditure of funds to support research done across the country or around the world. One possible solution is the sharing of resources between institutions (Mitchell & Saunders, 1991). This extension of interlibrary loan could work if libraries would agree to put databases that represent the subject matter their community specializes in online for others to use (Saunders, 1995). However, there will be those that access information who offer nothing for the digital library. In addition, constraints may need to be developed for the digital library to prevent overutilization. In the traditional library, "these constraints are enforced by requiring patrons to physically go to the library, placing limits on the selection and number of books available, putting time limits and borrowing, and other subtle and overt restrictions" (Kurzweil, 1992, p. 63). One possible option is to charge a credit card or other electronic account for use of documents. Another would be to require a "membership" to the library if a user is not in the local area. This would serve to supplement funds for publicly-funded file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (5 of 13) [8/29/2003 9:31:43 AM]
6 libraries. There is heated debate on this issue carrying over from the debate regarding charges made by traditional libraries for their services - should digital libraries charge users directly for their services? A survey done in 1981 found that 86% of all academic libraries charged fees for electronic information. However, those fees went along with the assumption that the information was available in print form - the users were paying for the added value of obtaining electronic information (Sever, 1990). That assumption does not hold true with the digital libraries - some of the information is not available in print, such as the electronic Federal Register (Price, 1994). Proponents of a fee-per-use system state that the as the digital library is centered around the user and not the collection, the users should pay for their services, especially if they do not support the library in some other fashion (Gilbert, 1993). Patrons will only utilize the services they need, and will see the value of library services. These fees could promote special services not normally offered by a digital library because of cost, and would bring the library into line with toll roads, museums, and parks that charge by the use. It would also bring the U.S. into line with other countries overseas that charge for many library services. Otherwise, overseas researchers may use free virtual libraries funded by the U.S., rather than pay to use their local libraries (Sever, 1990). Other arguments for fees include the following by J. Gilbert (1993): Most of the services provided by libraries, not only to their own users but also to external users, are heavily subsidized. Examples are: photocopying services (no surcharge for the costs of acquiring the original!); interlibrary loans and interlibrary copy services; and library membership for those outside the parent organisation [sic]. (p. 15) It is also felt that a fee structure would improve management. If users are directly paying for a service, they will not be as patient with problems of organization, speed, holes in collection, and poor on-line help (Sever, 1990). Finally, a charge per use would help solve the copyright issues by allowing libraries to include royalties in their charges. (Gilbert, 1993). Opponents of charging fees believe that the services are in the public good, and access to information is a constitutional right. Charging fees is discriminatory if the information is not available in print. If a publicsupported digital library charges for use, taxpayers are having to pay twice to use the information (Sever, 1990). Fee-supported virtual libraries may drop services that were not popular and making money, thus making the digital library into another entertainment media. Thus, the information provided by the digital library would "ultimately tend toward highly digested news, tabloid sensationalism, video formats, and so on" (Hawkins, 1994, p. 32) instead of research material. Other arguments against fee-charging include the fact that cooperation and resource-sharing would decrease amongst virtual libraries, as the library that provided access to the data would get the user's fee. The gap between the information-rich and information poor would widen further. Research would come file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (6 of 13) [8/29/2003 9:31:43 AM]
7 down to only learning what one could pay for. As an example, "a medical researcher might make decisions based on only the first fifteen of seventy articles on a particular issue" (Hawkins, 1994, p. 29). Researchers would only look at information that definitely applied to their topic, as the charge will occur whether or not the information was valuable according to a draft of the European Community directive on the matter (Price, 1994). B. L. Hawkins (1994) offers a solution to the cost recovery dilemma. He suggests that the digital library be organized by a non-profit corporation. This corporation would be a central information broker, negotiating services between libraries. It would eliminate duplication of effort by coordinating which libraries supply what sources. In addition, the corporation would propose and enforce standards for the digital library. This organization would be an independent third party used to bring the commercial online services and the digital libraries together, in order to establish boundaries of service. This type of nonaligned corporation is needed, according to Hawkins, to see that sharing is done properly, boundaries are observed, and information is available. One final issue regarding control is copyright. Many digital library services currently only offer access to non-copywritten material, avoiding this problem (Davidsen, personal communication, July 12, 1995). The Library of International Relations, out of Chicago-Kent College of Law, offers a subscription to local law firms. "They cannot print paper copies of the digitized material, but the library will make copies of documents available for a service fee plus any copyright charges" (Cage, 1994, p. A27). Assuming the copyright laws don't change, managers of virtual libraries will have to find ways to pay royalties for use of copywritten materials. B. L. Hawkins (1994) suggests working with publishers to arrange national or international site licenses. Such an arrangement would allow a library to let anyone access the information at no additional cost. The ideal form of this arrangement would allow a library to offer all works of a publisher, paying a yearly subscription fee. This would allow the digital library the budgeting comfort of a yearly cost, as compared to the unpredictable per-use cost. This type of arrangement has never been done before, and would take quite a bit of testing and forethought before being implemented (Hawkings, 1994). K. Downing (1994) suggests "that now is the time to turn our eyes away from the issues of copyright and fair use and begin to focus on the need to fairly remunerate the creators and purveyors of information for the use to which it is put" (p. 37). She believes the music broadcasting industry provides the model needed for digital libraries. Similarities between a digital library and a radio station include the desire to allow all users access to information without user fees and the desire to compensate the authors and publishers. There are some important differences between broadcasting and the digital library, however. These include the control of access to the information, the acceptability of advertising, and the commercial market for the information if it is also available on-line. While these differences mean that the virtual libraries cannot adapt this model directly, it can serve as a baseline to build from. The one problem to overcome is the fact that publishers want to have a secondary market for the information. In the music business, the fact that a song can be heard on the radio doesn't hurt the sales of the material. Some value file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (7 of 13) [8/29/2003 9:31:43 AM]
8 must be added to material found on-line to make it attractive to consumers (Downing, 1994). Thus, the copyright issues are going to play a large part in the success or failure of the digital libraries. Changing the copyright laws will be very difficult, and may end up stopping the creation of new material if the rights of the creator are not protected. If the libraries must pay per use of the material, they will have to recover those costs through user charges, advertisement, or more governmental funding (Hawkins, 1994). The digital libraries could reach an agreement with the publishers for a broadcast or international license (Downing, 1994; Hawkins, 1994). Whatever the solution, something must change. If not, the offerings of the digital library will be limited to that which is in the public domain, leaving very little for scholarly research. CONCLUSION In conclusion, there are many challenges facing the manager of a digital library. Planning must take the rapidly-changing technology into account. Organizational challenges will involve restructuring the traditional library to work better in serving the virtual users. Staffing will change, bring more technologically-minded people to the forefront of public service in the on-line world. In addition, training will become a major function of the manager's role. Directing will require enthusiasm and leadership, to help those that are not comfortable with technology support the digital library. Controlling will bring in higher security and access concerns, and budgetary matters will be more important than ever. Copyright issues are the main blockade to the continuation of the digital library. The main management problems and possible solutions have been condensed into Table 1. Managers should find the techniques in this table useful in planning, organization, staffing, directing, and controlling the digital library. The author believes that three issues must be handled quickly and effectively to guarantee the success of a digital library. These three issues are: * cost recovery - Due to high costs of managing technology, money must be made available for the project through increased funding or user charges to keep a digital library online. Education of administrators about services, resource sharing, and user charges are possible solutions to this problem. * copyright issues - By ignoring copyright issues, virtual libraries will be limited to placing only material in the public domain online. This severely limits the services that a virtual library can offer in comparison to a traditional library. Lines of communication must be opened with publishers on this matter. Possible solutions involve charging users for royalties incurred, national or international licensing, or other reimbursement models based off of the broadcasting industry. * training - This is the most pressing concern. As technology is rapidly changing, managers must commit funding and time to constant staff development. As many users are not computer literate, user training is file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (8 of 13) [8/29/2003 9:31:43 AM]
9 also a critical need in order to allow equal access to virtual material. Constant training will allow a digital library to succeed, while a lack of training will bring about its failure. Methods of training involve workshops, newsletters, informal meetings, the use of electronic journals/mailing lists, online help, and computer-based modules. Successful implementation of the digital library will guarantee the libraries a home on the Internet, and thus libraries may continue to fulfill their role as the main information providers in society. Managers of a digital library will need considerable assistance dealing with these and other problems created by the digital library.. they will need new techniques for a new technology. Table 1 New Problems, Solutions, and Sources for the Manager of a Digital library Problem Solutions Sources Short-term survival planning takes precedence over long-term planning. Public and Technical services are forced to work together on many services. A dependency is built on technical support to run all functions of the digital library. Planning Long-term plans must be flexible enough to encompass whatever new technologies are needed. Current technologies should not be listed in a long-term plan, as technologies change. Organizing The staff should be re-organized into broader groups or by subject. The organizational structure must be able to change to adapt to the new technologies. Staffing Contingency plans must be made. The dependencies are unavoidable, so managers must prepare for them instead of avoiding them. Saunders,1995; Stahl, 1993 Wahlde & Schiller, 1993; Corbin, 1992 McDonald, 1990 file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (9 of 13) [8/29/2003 9:31:43 AM]
10 Virtual users need help with the use of the system along with traditional reference questions. Library staff is frustrated with the amount of new technology required to do their job as a virtual librarian. Staff have fears about change and technology. Data is broken into, changed, or tampered with. Additional funding is needed. Teams of on-line librarians from technical and public services must be supported to help the virtual user in a manner consistent with the support given in a traditional library. Other options involve on-line help and instructional modules. Training is essential. Management must commit the funds and time needed for ongoing modular training. This training can come from in-house experts, outside professionals, weekly meetings, newsletters, or electronic forums. Directing Enthusiastic leadership is needed by management. The librarians must be encouraged that a role change from information guide to information manager is beneficial. Management must be understanding of these fears, and facilitate changes appropriately. Controlling Outside help is needed in dealing with electronic security. Security plans should be in place before the digital library is opened. Administrators should be educated about the services available through the digital library and the effects it will have on the library staff. Plans for sharing resources can be worked out between institutions. Charge users a fee for digital library access. Campbell,1994; Loomis &Fink, 1993 Loomis&Fink, 1993;Hoffman, 1990;Tennant, 1995 Piggot, 1993;Weise, 1993;Houweiling, 1994;Manville, 1993;Stahl, 1993;Huston &Grahn, 1993 Local data security firms Cloyes, 1994;Mitchell &Saunders, 1991; Saunders, 1995; Sever, 1990; Price, 1994; Gilbert, 1993; Hawkins, 1994 file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (10 of 13) [8/29/2003 9:31:43 AM]
11 Copywritten information cannot be placed online without permission. A royalty agreement could be worked out with the publisher, charging users for royalties incurred. A national or international site license could be arranged. A model could be created, using the broadcast industry's work with publishers as a base. Cage, 1994; Hawkins, 1994; Downing, 1994; References Cage, M. C. (1994, September 24). The virtual library: Leaders of campus projects face technical and behavioral challenges. The Chronicle of Higher Education, pp. A23, A27. Campbell, J. D. (1994). Building Xanadu: Creating the new library paradise. In W. S. Chiang & N. E. Elkington (Ed.), Electronic access to information: A new service paradigm (pp ). Mountain View, CA:Research Libraries Group. Cloyes, K. (1994). The journey from vision to reality of a virtual library. Special Libraries, 85(4), Corbin, J. (1994). Technical services for the electronic library. In Special Libraries Association (Ed.), The virtual library: An SLA information kit (pp ). Washington, DC: Special Libraries Association. Downing, K. M. (1994). How fair is use: When is publishing more like broadcasting? In W. S. Chiang & N. E. Elkington (Ed.), Electronic access to information: A new service paradigm (pp ). Mountain View, CA:Research Libraries Group. Gapen, D. K. (1993). The virtual library: Knowledge, society, and the librarian. In L. M. Saunders (Ed.), The virtual library: Visions and realities (pp. 1-14). Westport, CT: Meckler. Gilbert, J. D. (1993). Are we ready for the virtual library: Technology push, market pull, and organisational response. Information Services & Use, Hawkins, B. L. (1994) Creating the library of the future: Incrementalism won't get us there! The Serials Librarian, 24(3/4), file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (11 of 13) [8/29/2003 9:31:43 AM]
12 Houweling, D. E. V. (1994). Knowledge services in the digitized world: Possibilities and strategies. In W. S. Chiang & N. E. Elkington (Ed.), Electronic access to information: A new service paradigm (pp. 5-16). Mountain View, CA:Research Libraries Group. Huston, M. M. & Grahn, A. (1990). Management strategies for enhancing the adoption of technological innovations. In A. H. Helal & J. W. Weiss (Ed.), Information technology and library management (pp ). Essen, Germany: Essen University Library. Hoffmann, E. (1990). Training issues in management of information services in an advanced technological world. In A. H. Helal & J. W. Weiss (Ed.), Information technology and library management (pp ). Essen, Germany: Essen University Library. Kurzweil, R. (1992). The future of libraries part 3: The virtual library. Library Journal, 117(5), Loomis, A. & Fink, D. (1993). Creating the virtual library: Strategic issues. In L. M. Saunders (Ed.), The virtual library: Visions and realities (pp ). Westport, CT: Meckler. Manville, P. B. (1994). Tradition and innovation in the management of professional knowledge: A case study of a "virtual library". In Special Libraries Association (Ed.), The virtual library: An SLA information kit (pp ). Washington, DC: Special Libraries Association. McClure, C. R., McKenna, M., Moen, W. E., & Ryan, J. (1993). Toward a virtual library: Internet and the National Research and Education Network. In The Bowker Annual (38th edition, pp ). New Providence, NJ: R. R. Bowker. McDonald, D. R. (1990). Managing information technology in academic libraries. In A. H. Helal &J. W. Weiss (Ed.), Information technology and library management (pp ). Essen, Germany: Essen University Library. Mitchell, M. & Saunders, L. M. (1991). The virtual library: An agenda for the 1990s. Computers in Libraries, 11(4), Price, K. (1994). Xanadu revisited: Clothing the emperor for the new library role in the e lectronic library paradigm. In W. S. Chiang & N. E. Elkington (Ed.), Electronic access to informaton: A new service paradigm (pp ). Mountain View, CA:Research Libraries Group. Piggot, S. E. A. (1994). The virtual library: Almost there.... In Special Libraries Association (Ed.), The virtual library: An SLA information kit (pp ). Washington, DC: Special Libraries Association. Powell, A. (1994). Management models and measurement in the virtual library. Special Libraries 85(4), file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (12 of 13) [8/29/2003 9:31:43 AM]
13 Saunders, L. M. (1995). Transformationg acquisitions to support virtual libraries. Information Technology & Libraries, 14(1), Sever, S. (1990). "Free" or "fee" information resources in academic libraries - the case of small and/or developing countries. In A. H. Helal & J. W. Weiss (Ed.), Information technology and library management (pp.81-94). Essen, Germany: Essen University Library. Stahl, D. G. (1994). The virtual library: Prospect and promise or plus ca change, plus c'est la meme chose. In Special Libraries Association (Ed.), The virtual library: An SLA information kit (pp. 4-7). Washington, DC: Special Libraries Association. Stueart, R. D. & Moran, B. B. (1993). Library and information center management (4th ed.). Englewood, CO: Libraries Unlimited. Tennant, R. (1995). The virtual library foundation: Staff training and support. Information Technology & Libraries, 14(1), Wahlda, B. von & Schiller, N. (1993). Instruction: Gateway to the virtual library. In L. M. Saunders (Ed.), The virtual library: Visions and realities (pp ). Westport, CT: Meckler. Weise, F. O. (1993). Developments in health science libraries. Library Trends, 42, file:///c /WEBPAGES/bibliomining/nicholson/newvl.html (13 of 13) [8/29/2003 9:31:43 AM]
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text:
Issue 6.3, August 1991
Essay Excerpt:
I had been a regular visitor to Santa Maria del Monte, a norther Spanish village whose permanent inhabitants are mainly elderly farmers, since the summer of 1978, when I went, at age 21, as an anthropology graduate student to get my first taste of field work, and of rurla life. Accompanied by my young husband-to-be, I formed part of a unit with David. We were tagged la pareja ("the couple"). Walking hand-in-hand through the village dirt roads, we projected an image not so much of romance as of innocence; many people, in the first days, asked if we were brother and sister. I had been raised in New York City and had only the vaguest ideas about farming. I had gone on to learn what I could of Spanise peasant history and culture, producing a dissertation about a topic that life had not prepared me for, and embarking, a little hesitantly, on an academic career. In the summer of 1987, after a three-year absence, I was returning again with the book in hand that I had written, in English, about the history of the village, hoping, almost childishly, for the approval of village people. I was returning, as well, with my eleven-month-old son, answering at last people's incessant queries during years of visits as to when we would have children. I felt a great need to return, to show people my book and my child. I had been away for a while, and I wanted to explore new subjects with my longtime interlocutors-- in particular, their ideas about Catholicism and priests, and, more uncertainly, their attitudes toward their own impending deaths. Letters from Santa Maria announcing one death and then another made it clear that these interlocutors, the elderly farmers of the village, were not going to last many years longer. I had to get back to see them.
"Death and Memory: From Santa Maria del Monte to Miami Beach," Ruth Behar

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Little-Known Sports.
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by RUTSALA, Vern.
Amherst: University of Massachusetts Press,, 1994.. First trade paperback printing.. 63 pp. Very near fine in illustrated wrappers. (Inventory #: 65158)
by RUSH, Norman.London: Heinemann , (1986).
by TREVOR, William.NY: Viking , (1965).
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Chemosensors 2014, 2(1), 1-12; https://doi.org/10.3390/chemosensors2010001
Swelling Properties of Hydrogels Containing Phenylboronic Acids
Department of Biomedical Engineering, University of Minnesota, Minneapolis, MN 55455, USA
Department of Pharmaceutics, University of Minnesota, Minneapolis, MN 55455, USA
These authors contributed equally to this work.
Author to whom correspondence should be addressed.
Received: 15 October 2013 / Revised: 19 November 2013 / Accepted: 12 December 2013 / Published: 30 December 2013
(This article belongs to the Special Issue Hydrogel-Based Chemosensors)
AbstractPhenylboronic acids are a class of compounds that bind glucose and other sugars. When polymerized into hydrogels, they provide a convenient nonenzymatic means for sensing glucose concentration, provided competing sugars are present at negligible concentrations. In this paper we provide a comprehensive study of swelling of hydrogels containing methacrylamidophenylboronic acid (MPBA), as a function of pH and concentration of either glucose or fructose. In one set of hydrogels, MPBA is substituted at 20 mol·% in a polyacrylamide hydrogel [p(MPBA-co-AAm)], while in a second set of hydrogels, 20 mol·% MPBA is supplemented with 20 mol·% of N-3-(dimethylaminopropyl methacrylamide) [p(MPBA-co-DMP-co-AAm)]. Swelling curves are markedly different for fructose and glucose, and for the two sets of hydrogels. While fructose alters swelling by binding and contributing to the ionization of MPBA, glucose does the same, but it also can form crosslinking bridges between separate chains, leading to hydrogel shrinkage. While the [p(MPBA-co-AAm)] hydrogels behaved as polyacids, swelling monotonically with increasing pH, the [p(MPBA-co-DMP-co-AAm)] hydrogels exhibited polyampholyte behavior, with swelling minima at intermediate pH values. View Full-Text
Keywords: hydrogels; glucose sensing; polyelectrolyte; polyampholyte; Donnan osmotic pressure; phenylboronic acid►▼ Figures
Figure 1
This is an open access article distributed under the Creative Commons Attribution License (CC BY 3.0).
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Kim, A.; Mujumdar, S.K.; Siegel, R.A. Swelling Properties of Hydrogels Containing Phenylboronic Acids. Chemosensors 2014, 2, 1-12.
AMA Style
Kim A, Mujumdar SK, Siegel RA. Swelling Properties of Hydrogels Containing Phenylboronic Acids. Chemosensors. 2014; 2(1):1-12.Chicago/Turabian Style
Kim, Arum; Mujumdar, Siddharthya K.; Siegel, Ronald A. 2014. "Swelling Properties of Hydrogels Containing Phenylboronic Acids." Chemosensors 2, no. 1: 1-12.
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by chula g. (2013-08-05 07:40:39.0)
I truly enjoyed volunteering for this organization. Being apart of the emergency food distribution program with the lovely Cindy... I truly saw how urgent the need to assist the homeless is still very prevalent in central Florida. Cindy showed me that just because they are homeless and hungry, they still deserve respect. I can not wait to volunteer with the next upcoming events.


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The Electro-Motive Division (EMD) F Series was a series of streamlined or "cab" (often referred to as "cowl" as a result of having a protective "shell" covering the entire locomotive) 1,350 to 1,800hp four-axle diesel locomotives built from 1937 to 1960, which were used for freight and passenger service.
The first locomotive built in the series, was the FT; which was actually a set of two or three locomotives semi-permanently coupled in A-B or A-B-A sets ("A" units having cabs, with "B's" being cabless). But, railroads eventually wanted to have a completely independent set of locomotives able to operate individually, or uncouple as needed. Hence, the introduction of the F2, F3, F7, F9, and other counter-parts (most of the FT's were later modified to run as independent units.)
The FT was the first type of mass-produced diesel road locomotive ever produced for American and North American railroads (although the GE "boxcab" was the first commercially successful type of diesel locomotive built for such.
Types And/Or Models/VariantsEdit
There are (and have been) many versions of the EMD F Series:
- FT (first version built)
- FP7 (Modified version of an F7 that is 4 feet longer, and feature a steam generator)
- FP9 (A modified version of the EMD F9. See page for more details.)
- FL9 (One of the only B-A1A type locomotives built with third rail shoes for dual-mode service into Grand Central Terminal.)
The EMD E Series is similar to the F Series, but the E Series of locomotives have six-axles (A1A - A1A) and two prime movers.
The ATSF (Atchison, Topeka, and Santa Fe; or Santa Fe) railroad rebuilt most of their F7 locomotives into their own unique CF7 switching locomotives.
The FL9 was only purchased by the New York, New Haven and Hartford railroad, which is now part of the Metro North commuter railroad .
Chicago and North Western was one of the last users of the F7's (and F9's) running the "Push-Pull" commuter runs, (with the Double Decker cars) in and out of the Chicago Loop on the "Racetrack" line during the 1970's.
Most modern railroads from the 1970's onwards had fleets of restored, rebuilt, and/or refurbished vintage F and E series units which are used for hauling the respective railroad owner's executive trains or other specials. Such railroads as Norfolk Southern, use their units rebuilt and refurbished A-B-B-A F-unit carbodies covering GP38-2 mechanics (primarily the A units; B units are reburbished F9B units) to haul their OCS and/or executive trains and other specials.
CSX once had a fleet of executive F units, but replaced them with former Amtrak F40PH units from around 1997 to 2006 (with #9992 and #9993 purchased and received from 1997 to 1999, while #9998 and #9999 were purchased and received in 2006).


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Effects of Flow Duration on Local Scour at Bridge Piers in New Yorkby Gerard K. Butch, U.S. Geological Survey, Albany, United States,
Richard Lumia, U.S. Geological Survey, Albany, United States,
Document Type: Proceeding Paper
Part of: Hydraulic Engineering
The relation of local scour to the duration of high flows and other hydraulic properties is being studied at 31 bridge sites in New York State. Clear-water scour is common at most of the sites, and local-scour holes that formed during prolonged high flows did not refill during flow recessions. The deepening of about 20 local-scour holes by subsequent high flows indicates that the length of time a flow exceeds a given discharge can affect local scour at a site. Many high flows of short duration did not cause scour. Hourly discharge data collected at nearby U.S. Geological Survey streamflow-gaging stations were used to develop a hydrograph-based factor that incorporates the duration and magnitude of high flows and the shape of the hydrograph (runoff rate per hour). This factor improved statistically derived estimates of local-scour depth. Combining the hydrograph-based factor with a momentum factor that represents flow velocity, water depth, and bed-material size decreased the standard error of estimate from 60 to 55 percent and increased the coefficient of determination from 0.66 to 0.73. The streambed of the Cohocton River at State Route 333 in Steuben County was lowered 40-60 cm near a pier during a high flow that exceeded the mean-annual peak discharge (Q2) for 71 hours March 31-April 3, 1993. A similar high flow at this site March 30-31, 1993 exceeded the Q2 for 21 hours but produced no scour. The streambed of the Otselic River at State Route 333 in Cortland County was lowered 170 cm near the pier during a high flow that exceeded the Q2 for 27 hours April 10-11, 1993; 30 cm of this scour occurred during the flow recession.
Subject Headings: River flow | Flow duration | Scour | Bridges | Piers | Fluid flow | Flow measurement | Water flow | New York | United States
Services: Buy this book/Buy this article
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I received a small package from Canada - Balmshell Cosmetics :D They are selling these babies at Sephora, so you guys should check it out. (The balmshell Canadian site says it is 20 dollars, but I think it's 20 Canadian dollars, in the US the prices are 11 dollars each).
The great thing about them is they contain good stuff (jojba oil, lanolin oil) do some pretty awesome things (no paraben, no artificial preservatives, no perfumes in the gloss, and non-stick formula)!
I got to pick three shades and I got "shopaholic", "curse of the purse" and "sleep in beauty".
So basically the glosses are in a very long and sleek tube, where one part is the gloss itself, and the other part is a float art that corresponds to the name. When you are done with the gloss you can unscrew it from the bridge and screw on the key chain part and use it as an accessory, pretty cleaver isn't it?
So shall we see how they work?
The first one is "sleep in beauty." For some reason I really freak out about frosty stuff. I know there are a lot of people out there who like their stuff frosty and metallic, but I'm more of the opposite. There's no harsh reason behind it - frosty stuff just don't suit me well. So I tend to shy away from frosty lip gloss, lipstick and nail polish.
But I decided to go with one - which was "Sleep In Beauty". The shade is pink with a lot of slivery micro glitter.
There's definitely a lot of glitter, but I think it's more of "glitter" than "micro glitter" because the silvery pieces are quite noticeable.
*notice the difference out the window. She sleeps in from night-day (or the other way around). I like this one the most because the glitters actually do add some value to the gloss.
The second shade is Shopaholic.
It's a soft creamy strawberry pink color with absolutely no glitters.
The formula is a bit on the watery side and extremely sheer. I think with the uber sheer/light color and the watery application, it's not a practical color to wear on it's own. You will have to pare it up with a matching lipstick and use the gloss as a top coat to add gloss.
Left to Right : Sleep in beauty, shopaholic
I hate to say it.. but I really think the gloss needs at least some glitter if it's going to be this sheer.
she goes in to the shop, leaves the shop with a ton of stuff.
The last shade is "Curse of the Purse", which is a coral colored gloss with micro glitters in it. I can't pass on without a coral color :p but I really like this color. It looks like a cream gloss, but as you can see in the picture, there are really tiny glitters in the gloss.
(The top two swatches aren't accurate, it came out pink, but the gloss is actually plain coral)
Left to Right: Sleep in Beauty, Shopaholic, curse of the purse (can you spot the micro glitters?)
Girl shoots hearts......... girl goes to the purses.. guy gets owned.
Oh, and they also sent me some minis, which are really small :)
But it's worth the swatches since they are regular colors in the line!
yummy yummy looks yummy :D
I'll try to use these in my upcoming videos so you guys can see how it applies!
Overall I like them in this order..
(1) Sleep in beauty: 9/10
(2) Curse of the Purse: 7/10
(3) Shopaholic: 5/10
On a side note, I think these lip glosses match the image of a book I'm currently reading (One Fifth Avenue).
It's a book by the author of "Sex and the City", and I'm only on the beginning part of it, but I think the book tries really hard to portray the glamour and high society of New York City life. Well, the lip glosses reminded me of that image Ms. Bushnell is so desperately trying to draw out in most of her pieces (but obviously the glosses in a much younger taste than the book characters).


text: There's more to the night sky than meets the naked eye. Some of the most scientifically fascinating objects and processes aren't visible at all, prompting an interest in submillimeter astronomy, in which imaging is performed at wavelengths of 200 µm to 1 mm. This is the spectral domain of cold objects such as early galaxies, stars and planets, and is the purview of a new camera project dubbed Submillimeter Common User Bolometer Array 2.With the successes of the original array, which is used at the 15-m-diameter James Clerk Maxwell Telescope atop Mauna Kea on the Big Island of Hawaii and which has had an impact second only to the Hubble Space Telescope, astronomers have desired a better tool to image through the atmospheric spectral windows at 450 and 850 µm. "The telescope already exists," said Wayne S. Holland, a researcher at the UK Astronomy Technology Centre in Edinburgh and a principal scientist on the project. "We are building an innovative new camera for it."A completed 40 × 32-pixel subarray for the Submillimeter Common User Bolometer Array 2 is ready for laser dicing. Courtesy of Eric F. Schulte.The prototype detectors have been constructed for the second version. The current schedule calls for the instrument to be delivered to the Maxwell Telescope in early 2006, but the work hasn't been easy."This project is a real challenge for everyone," said Eric F. Schulte. He was a senior principal engineer at Raytheon Vision Systems in Goleta, Calif., and worked on this project until recently. He's now an independent consultant.The challenges arose because Array 2 will be the first instrument to use superconducting transition-edge sensors in a large CCD-like focal plane array. These sensors should boost the rate at which astronomers can map and image the submillimeter universe by a factor of 1000 compared with that of the original setup.In operation, the detector hovers at the threshold temperature of approximately 200 mK, at which the material making up the sensors, a molybdenum/copper bilayer, ceases to be a superconductor. When a submillimeter photon strikes an element of the detector, it produces a change in resistance. This signal is amplified and multiplexed with those from the other pixels to generate an image. The final detector comprises four close-butted 40 × 32-pixel subarrays that are end-butted into an 80 × 64 large-area focal plane. The optics of the telescope direct the photons onto the sensor array.The 1.135-mm pixels are constructed on 75-mm-diameter wafers fabricated at the National Institute of Standards and Technology in Boulder, Colo., and at the University of Edinburgh. Each wafer is bonded to a mechanical waffle that provides support and that acts as an optical channel. The superconducting amplifier and other circuitry are built on another wafer, which is then bonded to the other two by Raytheon using equipment from Suss MicroTec SAS in Saint-Jeoire, France.When the bonding takes place, the alignment of the structures on one wafer to its corresponding component on the other must be better than a micron, and this must be maintained as pressure is applied. Holding that alignment is a challenge, particularly given the size of the wafers."Parallelism of the bonded die is very critical when you're trying to align large components covered by very tiny bumps," explained Gilbert Lecarpentier, international technical product manager for device bonders at Suss MicroTec.The sensors will be used to look at the universe in a cold light. The sensor technology, however, may have other uses in astronomy, such as imaging extrasolar planets, as well as in earthly applications such as drug discovery and spotting semiconductor contamination.


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Weapon Damage Calculator
This tool is intended to help players calculate the weapon DPS
when you enchant it in Reaper of Souls, see which stat is worth changing, which stat gives you the most DPS and effectively
what stat is worth to keep.
Demo available here.
Basic Weapon Damage Calculation
|Minimum Damage:
|Maximum Damage:
|Increased minimum Damage:
|Increased maximum Damage:
|+% Damage:
Changing Stats / New Stats
|Basic Min Damage:
|Basic Max Damage:
|New min DMG:
|New max DMG:
|+% Damage:
|Weapon Type:
|Increased Attack Speed (in %):
* Due to how the game calculates the DPS and how Diablo III rounds the numbers, the end result may vary from what you get in the game. We have tested
the tool with hundrets of calculations and saw a margin of error of about +/- 0.15 DPS avarage. Calculations with no IAS and no +% Damage should result in a accurate result.
** Note that this tool is the first version and will be updated in the future for a more accurate result.
*** If the result is 'NaN', this means that you have not entered the numbers correctly. Please enter only numbers with no spaces in the fields.


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BRIDGEWATER, NJ- The Somerset Patriots have signed 11-year Major League veteran pitcher Jerome Williams.
Williams' has pitched in 236 Major League games for the San Francisco Giants, Chicago Cubs, Washington Nationals, Los Angeles Angels of Anaheim, Philadelphia Phillies, Houston Astros, Texas Rangers and St. Louis Cardinals.
He has 52 wins for his Major League career that includes a 4.59 ERA and 655 strikeouts over 1,029.2 innings pitched.
Williams has service time in the Big Leagues in each of the last six seasons, including 11 games with the Cardinals in 2016. He appeared in 33 games for the Phillies in 2015 and pitched 121 innings for the club.
His best season in the majors was 2014 for Philadelphia, when he was 4-2 with 2.83 ERA and 38 strikeouts in 57.1 innings pitched over nine starts.
This will be the right-hander's first season with the Somerset Patriots and second stint in the Atlantic League, having spent time with the Lancaster Barnstormers in 2011. That year, Williams was 6-0 with a 2.91 ERA and 40 strikeouts over 52.2 innings pitched in eight games (seven started).
He was 5-3 with a 4.89 ERA and 34 strikeouts in nine games started for Memphis (AAA) last season. In addition to his MLB service, Williams also has 11 seasons at the Triple-A level.
Williams is expected to be active and start in Friday night's game against the Southern Maryland Blue Crabs.


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Religare Enterprises, the financial services group promoted by Malvinder Singh and Shivinder Singh, was in advance talks with the Ajay Piramal group to buy a 60 per cent stake in the latter's private equity and fund management venture, Indiareit Fund Advisors, for Rs 175 crore, said an executive close to the development.
Indiareit was valued at around Rs 290 crore, the executive said.
The part exit from Indiareit was in line with Piramal Group's plans to consolidate its assets in the real estate space, the executive said. Piramal Group, which sold formulations business of its flagship Piramal Healthcare to US firm Abbott for Rs 17,000 crore five months ago, is believed to be focusing on real estate and pharma, besides entering into new sectors.
Indiareit, which manages real estate funds worth around $1 billion (Rs 4,500 crore) was in talks with many PE firms, including Blackstone and IL&FS Investment Managers, in the recent past, he said.
Apart from Indiareit, the group has two real estate ventures -- Piramal Sunteck, a joint venture with SuntecK Realty, and Piramal Realty. The group is also planning to develop large townships in the country and forge joint ventures with real estate developers.
For Religare, property fund management is a new foray after insurance, asset management, broking and wealth management, among others.
Indiareit Managing Director and CEO Ramesh Jogani denied the development, while a Religare Enterprises spokesperson, in an emailed response, said: "The information is not correct. We can't comment on market rumours and speculations."
Indiareit is promoted by Piramal Enterprises and is led by Jogani, who also has a minority stake. Indiareit manages three domestic funds, worth Rs 2,000 crore, and two offshore funds.
Recently, it raised Rs 950 crore through its domestic fund. Before that, London's AIM-listed, India-focused Trikona Trinity Capital appointed Indiareit as its investment manager. Indiareit manages around $230 million of Trikona's funds in India.
Analysts say both the groups are likely to gain from the deal, if it happens. "For Religare, it could be a good move. They had been harbouring aspirations in this area for the past three years. Now, they can take it forward," said Amit Goenka, national director (capital transactions), Knight Frank, a global property consultant.
"Indiareit can also gain from Religare's strengths. Net can be cast wider in terms of asset classes," Goenka said.
Indiareit's portfolio includes IT parks in Chennai, a 1.41 million sq ft commercial complex in Kurla (Mumbai) and 10 residential projects totalling a saleable area of 2.5 million sq ft spread across Bangalore, Chennai, Kochi and Mangalore. Its flagship, say sources, is the Hinjewadi SEZ project in Pune, where a 138-acre land parcel will get converted into an SEZ and an integrated township.
Trikona's Trinity's portfolio, which Indiareit manages, includes Luxor Cyber City, Uppal IT Park and a slum rehabilitation project in Worli (Mumbai). It also included investments in DB Realty, Phoenix Mills and Pipavav Shipyard.
The property funds space is seeing a lot of consolidation lately. Recently, IIML acquired Saffron Asset Advisors Pvt Ltd, a $440 million (Rs 2,050 crore) real estate-focused PE fund manager.
Global PE giant Blackstone, too, is in advanced negotiations to take over the management of the Asian real estate investments of Bank of America-Merrill Lynch's high-profile Asian Real Estate Opportunities Fund, whose portfolio, including debt, is pegged at $3.5 billion.


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About Viña Mara Restaurant
Viña Mara Restaurant has ceased trading. We would like to thank all our customers, staff and suppliers for their support over the years. Eileen and Jarlath Feeney
Viña Mara opened in 2002. The ethos of the restaurant is to serve excellent food, give friendly and professional service, welcome our guests to a warm cosy atmosphere and of course, to guarantee our guests excellent value for money.
Our Head Chef, James Gallagher, is a young and passionate chef. James' aim is to create original flavour combinations using the finest local organic produce.
Our friendly and experienced staff are here to give you a warm welcome and ensure you enjoy a unique dining experience with us at Vina Mara.
Have you visited our restaurant? Review Vina Mara on TripAdvisor.
Fresh, local produce:
We strive to source all our food produce as locally as possible; meats from the green grasslands of Ireland and fish from the waters of the Atlantic. All food is prepared in our kitchen by our team of Chefs.
We bake bread freshly every day, make our own sauces, garnishes and ice creams. This ensures that our guests area always guaranteed a unique food experience at Viña Mara.
Viña Mara's Memberships and Associations
Restaurants Association of Ireland
Fáilte Ireland
Gaillimh le Gaeilge
Feile Bia
Euro Toques
Galway Chamber of Commerce and Industry


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Two UMass Dartmouth professors have returned from two weeks as the first foreigners in recent years to travel Pakistan's Swat Valley, thought to be the hideout of Osama bin Laden and Mullah Omar.
DARTMOUTH — Two UMass Dartmouth professors have returned from two weeks as the first foreigners in recent years to travel Pakistan's Swat Valley, thought to be the hideout of Osama bin Laden and Mullah Omar.
History professor Brian Glyn Williams, who has traveled extensively, and Law and Business professor Adam Sulkowski teamed up to see firsthand conditions on the ground and gauge the mood of Pakistanis toward Americans.
"The average Pakistani is very welcoming to Americans," Williams said Thursday. "There is a lot of goodwill toward America. But the vast majority of Pakistanis are being held down by the militant 10 percent of the country."
Until last year, the Swat Valley was a Taliban stronghold, but a sweep by the Pakistani army and police drove them into the landscape, if not out, and the region is now open to tourists who dare. Williams said there are police or army checkpoints every 20 minutes along the main highway, and there was no wandering off into the countryside.
Sulkowski said that at one point, they experienced a close call. "We were actually caught in the middle of a pro-Taliban protest," he said by telephone from Warsaw, Poland, Thursday.
"We kept our mouths shut, stayed in the pickup and stared straight ahead."
Sulkowski, who is researching the Islamic banking system known as the Hawala, agreed with Williams that the Pakistanis who must endure the Taliban are far less likely to complain about American drone attacks than those who live away from the fighting.
Williams said the hyper-cautious approach ordered by departing commander Gen. Stanley McChrystal might have been too cautious and intensely frustrated many of the troops who "felt like their hands were being tied behind their backs."
Sulkowski said that while terrorism is truly a problem, other challenges may be more difficult.
The population of Pakistan is expected to double in 50 years, he said, though the entire city of Lehore has no wastewater treatment; "all the effluent goes straight into the river."
"A few people will die in a terrorist attack, a few hundred or, in the case of 911, 3,000," he said. "But there are 30,000 dead kids every day for the lack of fairly cheap solutions that we haven't paid for.
"And if we look at what's likely to happen in an environmental collapse, the casualties would be in the hundreds of millions."
Yet Sulkowski said he was buoyed by the sight of Pakistanis finding solutions to their own problems on their own terms: shooting for a recycling target of 100 percent with new technologies, for instance.
After traveling into the Hindu Kush mountains and staying with the indigenous Kalash tribe in a setting the two men called "Shangri-La in a war zone," they saw how happy people can be leading an ancient way of life even while acquiring higher education and high-tech Western goods.
Sulkowski said he came away from Pakistan impressed.
"It's inspiring to see solutions that are local and do not cost a lot, to see solutions rooted in traditions millennia old. Their building technologies use stones and wood, and they are building incredibly neat and healthy buildings. We are building buildings that are less healthy," Sulkowski said.
"These are happy people with more leisure time than we have and, in some cases, having a longer life expectancy, maintaining songs, dances and clothing" centuries old, he said.
Steve Urbon is senior correspondent of The Standard-Times.