U.S. GOVERNMENT PUBLISHING OFFICE

35–966 WASHINGTON : 2019

S. HRG. 116–19 

ANNUAL OVERSIGHT OF THE 

LIBRARY OF CONGRESS 

HEARING 

BEFORE THE

COMMITTEE ON RULES AND 

ADMINISTRATION 

UNITED STATES SENATE 

ONE HUNDRED SIXTEENTH CONGRESS 

FIRST SESSION 

MARCH 6, 2019 

Printed for the use of the Committee on Rules and Administration 

( 

Available on http://www.govinfo.gov 


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COMMITTEE ON RULES AND ADMINISTRATION 

FIRST SESSION 

ROY BLUNT, Missouri, Chairman 

MITCH MCCONNELL, Kentucky 

LAMAR ALEXANDER, Tennessee 

PAT ROBERTS, Kansas 

RICHARD SHELBY, Alabama 

TED CRUZ, Texas 

SHELLEY MOORE CAPITO, West Virginia 

ROGER WICKER, Mississippi 

DEB FISCHER, Nebraska 

CINDY HYDE-SMITH, Mississippi 

AMY KLOBUCHAR, Minnesota 

DIANNE FEINSTEIN, California 

CHARLES E. SCHUMER, New York 

RICHARD J. DURBIN, Illinois 

TOM UDALL, New Mexico 

MARK R. WARNER, Virginia 

PATRICK J. LEAHY, Vermont 

ANGUS S. KING, JR., Maine 

CATHERINE CORTEZ MASTO, Nevada 

FITZHUGH ELDER IV, Staff Director 

ELIZABETH PELUSO, Democratic Staff Director 


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C O N T E N T S 

Pages 

OPENING STATEMENT OF: 

Hon. Roy Blunt, Chairman, a U.S. Senator from the State of Missouri ............. 1 

Hon. Amy Klobuchar, a U.S. Senator from the State of Minnesota .................... 2 

Dr. Carla Hayden, Librarian of Congress, The Library of Congress ................... 3 

PREPARED STATEMENT OF: 

Dr. Carla Hayden, Librarian of Congress, The Library of Congress ................... 18 

QUESTIONS SUBMITTED FOR THE RECORD: 

Hon. Roy Blunt, Chairman, a U.S. Senator from the State of Missouri to 

Dr. Carla Hayden, Librarian of Congress, The Library of Congress ............... 29 

Hon. Amy Klobuchar, a U.S. Senator from the State of Minnesota to Dr. 

Carla Hayden, Librarian of Congress, The Library of Congress ...................... 39 


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ANNUAL OVERSIGHT OF THE 

LIBRARY OF CONGRESS 

WEDNESDAY, MARCH 6, 2019 

UNITED STATES SENATE, 

COMMITTEE ON RULES AND ADMINISTRATION, 

Washington, DC. 

The committee met, pursuant to notice, at 10:30 a.m., in Room 

SR–301, Russell Senate Office Building, Hon. Roy Blunt, Chairman 

of the committee, presiding. 

Present: Senators Blunt, Alexander, Klobuchar, Udall, and Cortez Masto. 

OPENING STATEMENT OF HONORABLE ROY BLUNT, 

CHAIRMAN, A U.S. SENATOR FROM THE STATE OF MISSOURI 

Chairman BLUNT. The Committee on Rules and Administration 

will come to order. Good morning. Glad my colleagues, some whom 

will be going in and out, are here to join me and we welcome our 

witness Dr. Carla Hayden, the Librarian of Congress. My notebook, 

Dr. Hayden, says the annual oversight of the Library of Congress, 

so this is an indication we are off to a good start here of us finding 

opportunities to be more partners in what you are doing and hopefully advocates of what you are doing, and on occasion, maybe even 

advisors as to what you should be doing. But we are glad you are 

here. 

Dr. Hayden is the 14th Librarian of Congress, but only the third 

person actually to hold that job who was a librarian by profession. 

I was fortunate enough to get to know Dr. Hayden during her confirmation process in 2016. I certainly appreciated then and have 

not been surprised by the energy and enthusiasm she brings to the 

Library. The Library of Congress is our Government’s oldest cultural institution. It was created in 1800 by the same act of Congress that moved the Capital from Philadelphia to Washington, 

DC. 

The Library was established to preserve our shared history, promote and protect scholarship and creativity, and to become a 

world-class repository of a vast collection of works. I think the Library has succeeded in that mission. I believe the Library continues to fulfill all these goals. When Dr. Hayden was confirmed, 

I said the next Librarian of Congress will lead an organization that 

has significant physical and technological limitations and is struggling to adapt to the 21st century. Due to a historic shortage of 

storage space, the Library has millions of items stored improperly 

and at risk of degradation. 


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In addition, recent information technology management challenges have raised questions about the Library’s ability to serve future generations as more and more collections need to be digitally 

collected, preserved, and made available to the public. I look forward to learning more about what you are doing to meet those 

goals and your other ideas for the Library, Dr. Hayden. Before we 

come to you, I would like to recognize Senator Klobuchar, who is 

struggling with a cold today, but she joins me in being interested 

in what you are doing and has an opening statement. 

OPENING STATEMENT OF HONORABLE AMY KLOBUCHAR, A 

UNITED STATES SENATOR FROM THE STATE OF MINNESOTA 

Senator KLOBUCHAR. Okay. Well, thank you so much, Chairman. 

Thank you, Doctor Hayden for your great work. 

I think I mentioned this before, but it was my childhood dream 

to be a librarian. I even had a recipe box of Dewey Decimal System 

cards of every book I read, but somehow my career took a different 

turn. I want to thank you for your work. I love libraries. I think 

they are more important than ever to our civic infrastructure when 

you look at the access to the web and the ability for people to go 

and get information that would not otherwise be able to afford it. 

If we did not have libraries, they would be even further back. 

Your library holds 170 million items, do you know where they all 

are? Has the world’s largest collections of legal materials, films, 

and sound recordings. Last year, nearly two million people visited 

and there were 114 million recorded visits to the Library’s website, 

which is an interesting ratio there and it shows how the websites 

are just even more important. You became the Librarian two years 

ago. The initiatives that you have established and the reforms you 

have implemented speak to your vision of a library that is inclusive 

and accessible to everyone. In recent years, strategic planning and 

performance management has been among the top challenges that 

the Library faces. You and I have talked about the need for increased transparency and access. I am glad to see you have placed 

a deliberate emphasis on that. 

This new strategic plan guides the Library in further expanding 

its reach and deepening its impacts. Investments in the Library’s 

information technology infrastructure, computing facilities, and 

technology programs are essential. I look forward to hearing about 

that. One thing I wanted to mention was the U.S. Copyright Office 

modernization. As you know, your Library is home to the U.S. 

Copyright Office, critical to our economy. Last year copyright industries contributed more than $1 trillion to our economy. If you 

are an inventor, author, scientist, musician, filmmaker, or any one 

of the millions of Americans who create original work, the Copyright Office is your place. 

Since you became Librarian, you have been working with the 

Acting Register of Copyright, Karyn Temple, to make progress on 

the long overdue modernization. You know, and it is our belief that 

there has been years back a lot of neglect, and we understand that 

meeting the IT needs will not happen overnight. It is going to take 

a continued commitment from us here in Congress and from you 

and Ms. Temple. 


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We thank you and look forward to working with you on that. The 

last thing I want to mention is the National Library Services, NLS, 

ensuring that those who cannot read printed pages have access to 

modern braille devices. There have been some significant delays associated with the manufacturing of these devices, but I was happy 

to learn that the NLS has advanced the pilot program and purchased 1,000 of the devices. 

I look forward to hearing about that. Thank you. 

Chairman BLUNT. Thank you, Senator Klobuchar. Dr. Hayden. If 

you would like to make whatever opening comments you want to 

make, and we are glad you are here. 

OPENING STATEMENT OF DR. CARLA HAYDEN, LIBRARIAN OF 

CONGRESS, THE LIBRARY OF CONGRESS 

Dr. HAYDEN. Thank you, Mr. Chairman, and Raking Member 

Klobuchar, and Senator Alexander, thank you for this opportunity 

to represent the Library of Congress and its services and its dedicated staff, and I would just like to start by recognizing members 

of the Library’s management team who are with me today. Mr. 

Mark Sweeney, who is the Principal Deputy Librarian; Bernard 

Barton, Chief Information Officer; Karen Keninger, Director of the 

National Library for the Blind and Physically Handicapped; Mary 

Klutts, our Chief Financial Officer; Mary Mazanec, Director of 

CRS; Joe Puccio, Acting Associate Librarian for Library Services; 

Jane Sanchez, Law Librarian of Congress and Acting Deputy Librarian for Library Collections and Services; and Karyn Temple, 

Acting Register of Copyright. 

This is an exciting time for the Library, as we are moving forward with significant ways to increase user access. Last October, 

we did unveil a new strategic plan, enhancing and enriching the 

library experience, and it will guide our activities through the fiscal 

year 2023. The plan is committed to being more user center and 

digitally enabled, and presents four basic goals, to expand access, 

to enhance services, to optimize resources, and very importantly, to 

measure our impact. Since my confirmation, my goal has been to 

expand users’ access to the Library both onsite and online. When 

it comes to the onsite efforts, my top priority has been to enhance 

the visitor experience. In early 2018, I presented to Congress an 

opportunity to enhance the visitor experience in that flagship 

Thomas Jefferson Building to create a new and engaging youth 

center, to improve our exhibit infrastructure for a treasures gallery, 

and to provide more collection-based civics and history education to 

our visitors, who are of course your constituents. 

Today I am delighted to present and provide you with a first 

look-in of the plan, and it is seen on the easels around the room. 

We will also have, in addition to the youth center, treasures gallery, a welcoming orientation space where visitors will learn more 

about the work of their agency, see Thomas Jefferson’s Library, 

and look up through an oculus to view the sites of the magnificent 

main reading room. I want to express my appreciation that Congress has committed to a public-private partnership to provide $60 

million for the project, $40 million in appropriated funds to be 

matched by $20 million in private funds raised by the Library. 

With those, two million annual visitors to that building. Many of 


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them are school children, and we want them to be inspired by the 

Library and its vast collections, to know more about the history of 

our country, the origins of the Library, which is also part of 

Congress’s story. This project will showcase the unparalleled Library collections, and I look forward to working with Congress in 

the days ahead, because the Library’s collection is its core and our 

library services professionals take great pride in addressing preservation and storage needs. 

In fiscal year 2018, the Library reduced the special collections 

processing arrearage by 2.5 million items, and we are increasing 

the efficiency of our current storage spaces by installing movable 

or compact shelving and obtaining new leased or permanent collection space, including new modules at Fort Meade, Maryland. We 

are also continuing to modernize our information technology operations by centralizing IT services and establishing best practices in 

IT investment and planning. Importantly in our approach to IT 

modernization, there is one thing that underlies all activities, three 

aspects, stabilizing our core systems, optimizing our hosting environments, and modernizing to provide scalable, flexible technology 

to all Library units, including the Law Library, the Copyright Office, and CRS. For instance, the Law Library is embracing 

digitization, the Copyright Office is working in close collaboration 

with the Library’s chief information officer on a 5-year plan to modernize registration and recordation, and CRS, who last year provided service to 100 percent of member offices in standing committees, is modernizing its service. 

To meet the needs of 21st century Americans who are blind, visually impaired, or print disabled, NLS is driving to offer accessible 

text in modern digital format. In closing, the Library has made significant progress in many areas important for our users, and we 

are excited about the work to be done. I look forward to answering 

your questions and giving you more information. 

[The prepared statement of Dr. Hayden was submitted for the 

record.] 

Chairman BLUNT. Thank you, Dr. Hayden. I think we will start 

with Senator Klobuchar. 

Senator KLOBUCHAR. Thank you very much, Mr. Chairman. 

Thank you for that great report. I mentioned the National Library 

Service plan to convert braille and talking books to modern digital 

format. I met with the Minnesota Federation of the Blind about 

this and the NLS work on a pilot program. Can you give us an update about what is going on with that? 

Dr. HAYDEN. I mentioned in my opening statement that we are 

putting great emphasis on making sure the NLS services are able 

to be more robust in the digital age. There have been pilot programs. There is a two phase pilot program. Phase one was completed with the Perkins School for the Blind in July of this past 

year, and we gathered important information about how we will be 

able to make that transition. There is a request for proposal that 

is now being put out, and that we have another network testing to 

start. I am very pleased today and I mentioned that Ms. Keninger 

is here, and I think it might be helpful for her to provide even more 

insight into the program. 

Senator KLOBUCHAR. Okay. 


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Dr. HAYDEN. If you would not mind. 

Senator KLOBUCHAR. No. That is fine. 

Dr. HAYDEN. She is right here. This is exciting because we are 

able to look at what is the next generation of service. You can understand in the digital age being able to have the services being offered in the most modern types of formats, including e-readers, will 

be very helpful. 

Senator KLOBUCHAR. Yes. Okay. Ms. Keninger. 

Ms. KENINGER. Thank you, Dr. Hayden. Thank you very much 

and thank you Senator Klobuchar for asking the question and for 

following this so closely over the last couple of years. 

We, as Dr. Hayden mentioned, conducted a pilot project with 

Perkins School in 2017 and 2018, and the goal of that project was 

to test the acceptance of our readers of a limited functionality 

braille device. We ended up with 73 participants, and the overwhelming response to the device and to the concept of reading digital braille was that they were very, very excited about having this 

become a permanent part of the NLS program, and they talked 

about many of the advantages that they found in it. One person 

talked very much about having the ability to simply put her book 

reader in her purse and carry it with her wherever she wanted instead of having to deal with the bulk of braille and all of that. That 

continued through last summer, and then was concluded. 

In the meantime, NLS has been working to contract for enough 

readers to be able to have a pilot that would test the implementation throughout the NLS network. As you are aware, we have some 

100 libraries, and about 23 or 24 of those libraries are braille lending libraries, and we want to make sure that in implementing this 

new piece of equipment into the program is going to be successful. 

We concluded a contract for devices in September of last year. 

There was a protest and there were some other issues, some anomalies, I will say, with the contract and we decided to terminate for 

convenience and to rebid the contract. That process is going on 

right now, and we will have a—I think we will have a contract in 

place by March 25th. 

At that point, we will need to spend time on development and 

non-recurring engineering costs and processes. We expect to have 

the first deliveries of the actual units in approximately 9 to 12 

months after the contract is met. 

Senator KLOBUCHAR. Okay, very good. 

Ms. KENINGER. It is going to take some time to actually get 

things in place. 

Senator KLOBUCHAR. Alright. Thank you so much. I just have 

one last question, and we are looking forward to that contract getting done. With all the cyber security, Dr. Hayden, going on, with 

all the threats that we have seen on companies as big as Sony and 

others, do you believe the modernization plan at the Library, and 

within the Copyright Office particularly given that people are submitting plans and various secretive material for their own work, do 

you think that we’re up for these threats? 

Dr. HAYDEN. Being able to deliver services and all types of—all 

of our interactions, NLS, Copyright, CRS, all of them, security is 

of paramount importance. The Library has been involved with the 

legislative branch’s cyber security grouping and has instituted a 


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number of security measures. Some were outlined in the GAO report, and we have implemented not only just closed those recommendations but implemented them and have moved to have a 

more secure infrastructure to monitor what is happening in all of 

our operations. 

I just also wanted to add with NLS and what Ms. Keninger mentioned, that during the same time, we have had a public awareness 

campaign about NLS services. Actual things on the radio and on 

television encouraging more people to use NLS services. We have 

seen an increase in interest and people registering, and we know 

that actually being able to deliver digitally will be a great asset because more people are now becoming aware of NLS services. You 

might have seen some of the commercials. 

Senator KLOBUCHAR. Okay. Thank you. 

Chairman BLUNT. Senator Alexander. 

Senator ALEXANDER. Thanks, Mr. Chairman. 

Dr. Hayden, welcome. It is good to see you. Thank you for the 

terrific events that you have for Members of Congress with prominent writers of American History. Thank you for the cultural diversity you have shown by hiring the exhibit director from the Country Music Hall of Fame to help you with your new presentation. I 

would think that is a smart thing to do, and I appreciated your efforts to expand the Alex Haley collection. Maybe I will have more 

time to talk with you about that in a minute. 

But I want to talk with you for a moment about the Music Modernization Act. There are very few pieces of legislation in the 

United States Senate that get 82 co-sponsors, but it did. It was a 

complicated bill and it has broad support. The goal was to make 

it possible, among other things, for songwriters in this internet age 

to be paid for their work and to be paid a fair market value. A part 

of that—some of the implementation for that, is under your supervision. What can you tell me about your timeline for the implementation of the Music Modernization Act? 

Dr. HAYDEN. Thank you for that because the office, the Copyright 

Office is committed to an open and transparent designation process. The Acting Register, Karyn Temple, will recommend entities 

to be designated by July 8, 2019. The office opened and issued a 

notice of inquiry regarding the designation of mechanical licensing 

collective and a digital licensing coordinator. In looking at what 

will happen with the Music Modernization Act, there have been big 

changes to the law, and the office is continually updating its 

website to inform the public of the changes and to issue notice of 

the implementation dates. 

Senator ALEXANDER. Good. Thank you. Now, let me ask you a 

more specific question. Sort of the genius of the Act, if I may say 

it that way because it brought together the streaming companies, 

and the music publishers, and songwriters, was this new entity 

that will have the job of issuing a blanket license for a song, and 

they go find the songwriter and make sure the songwriter gets 

paid. Streaming companies like it because that means they do not 

have to look around for some songwriter or the songwriter’s descendant and then get sued if they do not find that person. The 

songwriters like it because the entity’s job is to find the songwriter 

and pay the songwriter. 


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The language of the law talked about the entity having strong 

support from songwriters and music publishers, endorsed by and 

enjoy substantial support from musical work copyright owners, etc. 

Then the Copyright Office interpreted this to mean that relevant 

support should come from the party’s relevant ownership interest 

in the copyright to musical work. 

In contrast to the parties who do not possess any ownership interest in the musical work, but rather the ability to administer the 

work. In your opinion, what kind of support from songwriters and 

publishers should this entity have? I am not asking you to pick 

what the entity should be at this point, but how are you going to 

assess whether the entity that is chosen has the appropriate 

amount of support from songwriters and publishers? 

Dr. HAYDEN. Senator, in my role as librarian, I am definitely responsible for making sure that the office carries out its responsibilities efficiently and effectively, and in terms of giving advice or 

making policy recommendations, I rely on the Register of Copyright. If you would like some more detail about the specifics of the 

operation of an—— 

Senator ALEXANDER. Well, really, I just wonder what she meant? 

How she understands the idea of ‘‘support by songwriters and 

music publishers’’ as you select this entity? 

Dr. HAYDEN. Now, Ms. Temple is here, and if you would like her 

to address it now or record—— 

Senator ALEXANDER. It is up to the Chairman. 

Chairman BLUNT. That would be absolutely fine. 

Dr. HAYDEN. Ms. Temple, could you come up? I just want to take 

this opportunity to commend her for her management of the Copyright Office in an acting capacity. She has worked closely with the 

chief information officer on the copyright modernization. She has 

worked closely with me to make sure that we are having the best 

copyright process, and during this time. If Ms. Temple could come 

up, it would be very helpful. 

Senator ALEXANDER. I think it would be a good time to pursue 

this topic so that would be fine. Ms. Temple, if you would come up. 

Dr. HAYDEN. Once again, being in an acting position is not always easy, and she has done a commendable job. 

Ms. TEMPLE. Hello. Thank you very much. I appreciate the opportunity to speak today. As you know, we did issue a notice with 

the Federal Register on the designation of the MLC, the Music Licensing Collective. One of the questions that we did ask the parties 

who are going to be submitting to be designated as the MLC, is to 

demonstrate to us how they do have the support of the songwriting 

community so we will take that information in once they do provide 

it to us to assess and ensure that they do meet the statutory requirements and terms of having that support of the songwriting 

community. 

Senator ALEXANDER. Good. I have heard no complaints. I just 

want to underscore the importance of that because the entity—the 

idea was to have an entity that knew what it was doing, because 

it had the support of people whom it was serving. So as long as 

you understand the importance of that to those who passed the 

law, I think that is really Mr. Chairman all I wanted to emphasize. 


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Ms. TEMPLE. I would just add that you know, we do really understand the importance. We are committed to a transparent and open 

process in terms of the designation once we receive the comments 

from the various parties that might be interested in being designated. That information will be available through the Federal 

Register so everyone will be able to see those comments and will 

be able to assess on their own what we will be assessing in terms 

of making that designation as well. 

Senator ALEXANDER. Mr. Chairman, in conclusion the importance 

of this was over the last few years, what has happened is now 

probably 60 percent of the revenues in the music business are now 

from online sales. The mechanism for finding the songwriters and 

paying them a fair market value was about as old as a player 

piano. This was a very complex and important law and it is one 

I would like to keep my eye on. I appreciate the effort that you and 

Dr. Hayden are making to give it your full attention. Thank you, 

Mr. Chairman for the extra time. 

Chairman BLUNT. Thank you, Senator Alexander. Before we go 

to Senator Udall, while you are at table, do you want to make a 

little further report on what you have done over your time as acting director and your sense of what we can do to do a better job 

protecting intellectual property? I would be interested and appreciate Dr. Hayden’s comment about the difficulty of being in that 

acting situation. 

You know, we had thought at one time there was a potential for 

even more independence in the direction and the choice, but certainly all reports have been that Dr. Hayden’s choice was a really 

good one. But I would be pleased if you just take a couple of minutes to talk about how you see this role developing over the next 

few years and what you have done in the time you have been acting director to prepare the Copyright Office for that. 

Ms. TEMPLE. Thank you. I appreciate the question. It is indeed 

sometimes difficult to serve in an acting role, but I appreciate the 

help and support of both the internal Library staff as well as the 

external stakeholders and communities that we serve. You know 

we have been focusing on really trying to move the office forward. 

We do a lot of discussion about modernization of the office. One of 

the things that we make clear is that in the view of the office, modernization is not just IT, it includes modernization overall. 

You know I have been very, very pleased at how active the office 

has been not only on focusing on IT modernization but ensuring 

that our regulatory practices are also up to date. Over the course 

of the last 2 years, we have issued a number of rulemakings to enhance our registration practices, to update them and ensure that 

they are actually going to meet the needs of our copyright communities. We have also focused on just general operations, ensuring 

that our recordation and our registration system are operating efficiently. 

We are very, very pleased by the resources we have actually received over the last few years in terms of being able to hire additional staff. We have actually hired nearly 62 staff members to 

work in our registration program over the last 5 years, and we 

have actually been able to see a very significant improvement in 


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both the number of workable claims that we have on hand addressing our backlog, as well as our processing times. 

So, in terms of moving the office forward, I think that we would 

continue that, focusing both on IT modernization, but also focusing 

on modernizing the office as a whole in terms of its practices and 

its processes as well. 

Chairman BLUNT. Great. Thank you. Senator Udall. 

Senator UDALL. Thank very much, Mr. Chairman, and I really 

appreciate you holding this hearing. I want to thank Dr. Hayden 

for coming and testifying today. 

I think oversight of the Library of Congress has an important 

congressional responsibility, and I enjoyed listening to your priorities Dr. Hayden in your opening statement. I will focus some of 

my questions on the Copyright Office modernization and then on 

some Native American initiatives that I know that we have been 

working on together. Over the last couple of years, I know the Library has made progress in improving the Library’s infrastructure, 

investment, and operations, and importantly has made progress toward improving IT operations in both modernization and efficiency. 

I was excited to see a digital strategy listed as a priority in the 

Library Strategic Plan. I hope we can continue to see more 

progress as the months go on. How the Library and the Copyright 

Office handle tribal issues is also of utmost importance to me. Dr. 

Hayden, I hope we can work together on significant issues like tribal engagement on the Music Modernization Act as well as the Library’s language resources for tribes. I was happy to see a digital 

strategy as part of your strategic plan. The By The People Project 

is of particular interest to me. Can you update the committee on 

the progress of the project? 

Dr. HAYDEN. Yes and thank you very much because the Library 

of Congress as you know has had a long tradition of stewardship 

of Native American resources and materials, and with the 

digitization project, one that we are very proud to advance as the 

Ancestral Voices Project, digitizing stories and recorded songs from 

indigenous communities that have never been heard before, and 

also making sure that as we have special initiatives, and we have 

several to engage with the indigenous peoples, that we respect 

their cultural heritage. That is an important aspect. 

The By The People Project is very exciting. It was launched on 

the anniversary of the Gettysburg Address and one of the first— 

it is a cloud sourcing transcribing project where we are inviting the 

American public, including young people, to help us transcribe letters to Lincoln and bring them to life is one of the projects. That 

was—since we launched that we had 28,000 letters to Lincoln that 

had not been really seen or heard in years. 20,000 have been in 3 

months, have been transcribed. A little problem with cursive writing in young people—— 

[Laughter.] 

Dr. HAYDEN. But that project is showing us that we can put 

other collections up like Branch Rickey, the baseball scout, his 

scouting reports are being put up, and also the papers of Rosa 

Parks. That project really has been getting a lot of national attention. I am proud to say that the current issue of American libraries 

cover story is on the Library, it says Elsie’s New Digital Direction, 


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and there is recognition about the digital strategy and how we are 

opening up our resources, digital resources. Very exciting to be part 

of that. 

Senator UDALL. Thank you. We are excited about all of those initiatives. Dr. Hayden I know there is a desire by the copyright community to have a more streamlined copyright process. Could you 

explain how the copyright community will be benefited by your digital initiative? 

Dr. HAYDEN. Ms. Temple mentioned modernizing is part of the 

main focus and it does involve making sure that we have the most 

effective information technology aspects to help with issues like 

recordation, which is right now a paper-based system. Making that 

available online and streamlining that similar to what people are 

used to in other aspects of their lives, car titles, they are used to 

tax registration, all types of things that we want to make sure that 

the copyright process is using the most effective and modern technology. That has been a major course. The Copyright Office has established a Copyright Modernization Office within its unit, and it 

is working very hard to make sure that information technology— 

the next generation registration system as well as recordation will 

happen within the next few years. 

Senator UDALL. Dr. Hayden, the Library of Congress will play a 

role in the implementation of the Music Modernization Act? 

Dr. HAYDEN. Yes. 

Senator UDALL. Earlier this week High Country News published 

an article about how the actual impact tribes and then the pre1970, 1972 recordings of cultural ceremonies held by museums and 

universities. As vice chairman of the Senate Indian Affairs Committee, I am aware that cultural knowledge, who can access it, and 

when it can be accessed are important considerations for tribes. I 

understand the Library has hosted at least one consultation with 

tribal leaders on this issue so far, but I want to make sure that 

feedback from Indian country is being heard on this issue. What 

is the Library’s plan to make sure that tribes are engaged with the 

Copyright Office as implementation of the Music Modernization 

Act? What feedback have you heard from the tribes so far? 

Dr. HAYDEN. The Library is working in collaboration with other 

institutions the Smithsonian’s Administration for Native Americans and other Federal agencies to make sure that we are using 

all of the available outreach techniques. I mentioned making sure 

that we are also respecting the cultural heritage as we participate 

in this area. We are working with, for instance, the Veterans History Project of the Library to collaborate with the National Museum of the American Indian to reach out to veterans in that community as well. There are a number of efforts to make sure that 

we are being respectful but also using technology and getting the 

word out. 

Senator UDALL. Thank you so much. Chairman Blunt, thank you 

very much for your courtesy to let me go a little bit longer. There 

are so many important things that she is doing at the Library of 

Congress. I think I could be here all day, but I really appreciate 

that. 

Chairman BLUNT. Well, we are not going to be here all day, but 

there would be time if you could stay—— 


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Senator UDALL. I will submit my questions for the record. Okay. 

Thank you. 

Chairman BLUNT. That would be great. There will be a chance 

for that and there will be a chance for a second round of questions 

if we—in all likelihood. Dr. Hayden, on the visitor experience, I 

think you made a proposal last year to the Appropriations Committee for the first $20 million and I think the Appropriations 

Committee gave you the first $10 million, $2 million of which you 

could use for planning and then the other $8 million would be 

available once there was an approved plan. 

I am looking forward to coming down later when we are done 

with the hearing to see the sketching of what you are thinking 

about doing. Would you talk a little more about the outside support 

for that and how you are doing as you move toward a plan would 

then be approved, what do you expect to ask for in this year’s Appropriations bill? Actually, I would be interested in a little more 

thought about your concept of how people come into the Library 

and what they will see when they come in, where that will happen. 

We are all relatively familiar with the Library, but it would be 

great for us to begin to envision the Library you would like to have 

greater access to. 

Dr. HAYDEN. Well, I have to start by thanking Congress for approving this opportunity to have a public-private partnership to enhance that flagship Thomas Jefferson building, the first Federal 

building and the first library building 1897. 

In this year’s budget, there is a request for $10 million to continue with the master plan that includes three basic things, a 

treasures gallery that will allow people to, for the first time, see 

all of the collections and their many formats, and also, they will 

be able to have a new experience being oriented to the Library, 

coming in into the Thomas Jefferson building from the Visitor Center. Of that two million, approximately a million visitors that come 

into that building, 60 percent come through that tunnel. We will 

have a streamline entryway and people will go into one orientation 

center that will include the Thomas Jefferson Library. There are 

6,000 volumes, the foundation of the Library. Then they will look 

up into the main reading room that has been called the circle of 

knowledge from the foundation right there on the ground floor. 

After that, people will be able to and 20 percent of the people 

who enter the building on sight are under the age of 18. As a 

former children’s librarian, I am very excited about the fact that 

we would be able to have a youth center to engage and inspire 

young people. To have them make their own history and interact 

with our collections. It is a very hands-on, interactive learning labs 

as well. Those elements as you will see around the room will give 

people a sense of what the Library of Congress can offer, and also 

what can happen when they return to their homes throughout the 

country. They will know about the Veterans History Project. They 

will know about NLS. They will know that they can download photographs from our website. They will be very familiar with the 

services, and so it is an exciting time and we really appreciate 

Congress’s support. 

Part of the master plan that will be available on approval, we 

hope, in June will be the resource plan for the fundraising aspect. 


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We right now in terms of the $20 million that is being committed 

to be raised through private sources, we have verbal commitments 

for about $11 million already and so on the execution of the approval of the master plan, a resource plan will go into effect, and 

we are working on that now with outside consultants on development and fundraising. It is a wonderful opportunity. People have 

already in terms of Trip Advisor and these different sites that talk 

about the sites in Washington DC, the Library of Congress, that 

building is mentioned as one of the most beautiful, but we want to 

make it one of the most inspiring buildings as well. 

Chairman BLUNT. Your vision, your plan would be that all of 

these things would have to happen at the same time? Can they be 

separated in terms of phase one and phase two? 

Dr. HAYDEN. The funding stream would allow for the first two 

aspects to be put into implementation. The Treasures Gallery as 

well as the youth center would be the first two aspects, and then 

the orientation experience and the access to the main reading room 

would follow. 

Chairman BLUNT. In the Treasures Gallery, do you expect to try 

to create a sense there of what you have in your vast collection and 

have that—— 

Dr. HAYDEN. Yes. That is the challenge. Senator Alexander mentioned our new Exhibit Director Mr. David Mandel, who has been 

in charge of the envisioning of this. We will be able to have a rotating aspect to the Treasures Gallery. There will be some items, the 

Gutenberg Bible, some things that will be there at all times, however, we will build it so that we can rotate some of the treasures 

because there are so many. The Library of Congress has the 

world’s largest collection of Bibles, the world’s largest collection of 

baseball cards, photographs, film, sound recordings, all of these 

maps, so there will be different sections in the Treasures Gallery 

and in the visual representation you see that we have made them 

transparent so that you could look into a volume, and you will be 

able to get a sense of it. Each time you return, let’s say you return 

every spring, you would see something different. We want to give 

people a sense of just how vast, 171 million items, so we can keep 

going for a little while. 

Chairman BLUNT. Exactly. Senator Cortez Masto. 

Senator CORTEZ MASTO. Thank you. Thank you, Chairman 

Blunt. Welcome. Thank you for being here. On that same vein, I 

know fiscal year 2019 Congress appropriated funding for the congressional research service to add additional staffing. I think 20 

new FTEs if I am not mistaken. Can you talk a little bit about how 

this new staff will be able to support congressional offices, and 

whether you believe that increases in funding is enough to meet 

the demands of the CRS? 

Dr. HAYDEN. We have been very pleased to receive funding for 

staff members who can help with high demand areas. The first allotment for staffing was to have almost a field team of different 

junior level staff members. This current appropriation has allowed 

us to give more depth to certain areas, health, energy, things like 

that. We have already seen a real impact in terms of our responsiveness. We also are looking at modernization with our IT systems 

and CRS, congress.gov and how we can make sure that we have 


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the technical support for CRS. We call CRS our special forces and 

of course that is our first mission with the Library of Congress. 

Making sure that we maintain a certain level of expertise and 

depth 24/7. Whenever Congress is in session, CRS is available. 

Those staff members have been critical to filling in for retirements 

and also for supplementing for upcoming issues that Congress 

might be considering. 

Senator CORTEZ MASTO. If I remember the last hearing, is 

there—do you have concerns with a number of staffers aging out 

that are leaving and so you are filling positions, is that right? 

Dr. HAYDEN. Right. Also, we are making sure that there is a 

training that is going on that we are pairing more senior staff 

members and analysts with less senior analysts. We are really 

making sure that CRS maintains a certain level of expertise. That 

is very important that we—— 

Senator CORTEZ MASTO. Yes, I agree. Thank you. Thank you for 

that and let me just followup, I knew, or I know that Congress 

used to have an office of, if I remember correctly, technology assessment years ago and it provided Members of Congress with 

independent expertise on emerging technology and it helped to inform our policies. The program ended in 1995 and I am curious, do 

you have any recommendations for Congress on how to ensure we 

can work with you to ensure we are getting the independent analysis that we need to oversee and regulate emerging technologies? 

For instance, several of the committees I am on and a lot of my 

legislation focuses on smart communities, privacy data, the use of 

this new technology, what it means for security and utilization in 

the future. I do not know if you think that there is a role somewhere where Congress can play in helping as we develop the policy 

in that independent, kind of technical area. 

Dr. HAYDEN. One of the specialties of CRS in the way that they 

look at forecasting what might be a policy issue or an area that 

they need to either supplement the staff expertise that they have 

or do additional research is to be able to say, this is an area that 

Congress is interested in, and so that is where they have that flexibility of being able to make sure that they have analyst or they 

have access to the information if it is presented to CRS. 

Senator CORTEZ MASTO. What I am hearing is that the individual staffers that you bring onboard may have an understanding 

or background in there, or know where to find it to provide policy 

expertise in this emerging area, emerging technology? 

Dr. HAYDEN. Yes. That is the key to having the ability to hire 

different staff members. In CRS, they have a policy grouping, so 

you might have, and this is one of my favorites, you might have 

a librarian embedded in the energy grouping. You have a Ph.D. in 

energy policy, and you have different people with different backgrounds as part of CRS too. When they see, and that is part of 

what they do, is to keep their—really, they are on the pulse of Congress and issues, and also, they ask Congress and staffers what 

issues do you foresee or things that you think that we need to look 

into. 

Senator CORTEZ MASTO. Thank you, and I know my time is up. 

Let me just say this. The short time that I have been here, 2 years, 

the staff that I have interacted with at the Library of Congress is 


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tremendous, and even on the research side as well. I have been 

over there asking specific areas to help with research and they 

were spot-on. Thank you very much. I appreciate all the good work 

that the staff does as well. 

Dr. HAYDEN. They are original search engines. They are dedicated to Congress. You have your own search engine. 

Senator CORTEZ MASTO. Thank you. 

Chairman BLUNT. Thank you, Senator. Senator Alexander. 

Senator ALEXANDER. Thanks, Mr. Chairman. Dr. Hayden, I want 

to talk with you for a minute about Alex Haley. I thank you for 

arranging for me to come over and see the new collection last year 

that you acquired of some of his things, and I have a suggestion 

for you about Alex Haley. Sometimes we forget the importance of 

what he did. He wrote two best-selling books of the African American experience, ‘‘The Autobiography of Malcolm X’’ and his book 

‘‘Roots’’. There is some academic disdain for ‘‘Roots’’, and I have always thought it was because number one, the disdainers did not 

write the book themselves. They were jealous. 

Second, they said that some of the facts that he had were not exactly right, but you know ‘‘In Cold Blood’’ would not be a good book 

if that were true. They are tremendously important books about 

the African-American experience in America, and he did a lot of his 

research at the Library of Congress. I was wondering two things. 

One, have you been able to do anything about the collection that 

you have got? I know you have lots of collections and you are 

itemizing things and getting them in order. That is one. My suggestion is, why not think about with your expert new exhibit person, 

an exhibit about how Alex Haley used the Library of Congress to 

write ‘‘Roots’’. 

The commissioner of the National Football League told me one 

time that the 10 best watched football—that the 10 best watch television programs in history were nine Super Bowls and the ‘‘Roots’’ 

series in the 1970’s. I think it would be interesting for people to 

see how he went to Africa and got the story from a griot that took 

him back to his seventh generation ancestor and how he went to 

the Library of Congress and found the name and the date of the 

slave ship that actually brought that ancestor to Annapolis. How 

in a speech in Iowa at a college, he met the seventh generation descendant of the person who bought his seventh generation descendant, on a farm at an auction in Virginia. 

I think all that would be fascinating to the American people just 

as the ‘‘Roots’’ series was, and I think it would help people understand how the Library of Congress can be so useful to people who 

are trying to tell the story of our country. One, what about his collection, how is that coming? Two, what about the idea of an exhibit 

that says here is how Library of Congress helped Alex Haley tell 

the story of ‘‘Roots’’? 

Dr. HAYDEN. Sir, you have definitely previewed a part of what 

we want to emphasize in either the orientation experience, or the 

Treasures Gallery. How many notable films, books, have started in 

research at the Library of Congress. We want to emphasize the fact 

that Alex Haley did research. Also have quotes about what it felt 

like to be in that reading room. David McCullough, Doris Kearns 

Goodwin, we want to have almost a roll call of recognizable names 


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that people can really, ‘‘wow’’, they did their research at the Library of Congress and then encourages them to do their own. 

That collection is one of the collections that is being prioritized 

with the very generous staffing that we received last year to take 

care of the arrearage that I mentioned earlier. That is one of the 

collections that is in the processing line because we know there is 

quite a bit of public interest. We also want to emphasize with 

young people in the youth center that they can do history research 

and become history detectives. Those types of aspects about what 

can the Library of Congress do for you are what we are going to 

emphasize with the new visitor experience. 

Senator ALEXANDER. Thank you very much. I remember he was 

telling me the excitement he had when he actually was able to find 

either the actual bill of lading or the newspaper report of the ship 

Ligonier when it landed in Annapolis carrying his seventh generation ancestor Kunta Kinte. Now that could have been at the National Archives, but I am almost certain it was at the Library of 

Congress. To go over those things, that years of research and genealogy and the artifacts that are there. I think that would be an interesting story. Thank you very much. 

Dr. HAYDEN. It would stimulate people too. To think, wow, what 

can I find, who are my ancestors. Genealogies is a big part of our 

collections. We want people when they come into the Library to 

think about what they might be interested in and see right there, 

using technology, what the Library has about their state. 

Senator ALEXANDER. Well, that is true. My time is up, but maybe 

the most important effect of the ‘‘Roots’’ series in the 1970’s was 

it filled up libraries all over America. People began to go to libraries to find out about their own roots. 

Chairman BLUNT. Thank you, Senator. Just to ask a couple of 

questions and there will be more questions for the record. The Library has requested amendment to expand the American Folklife 

Center’s Board from 7 to 9, and the two specific additions would 

be the Secretary of Veterans Affairs and the Director of The Institute of Museum and Library Services, would you speak to that for 

just a moment? 

Dr. HAYDEN. I mentioned also Veterans Services in our history 

project and our emphasis on making sure that we connect with veterans in as many ways as possible. To add to the American Folklife 

Center’s Board, the Secretary of Veterans Affairs would signal that 

importance in our oral history projects and just making sure that 

that is front and center. Also, to look at a closer connection with 

the Institute of Museum and Library Services, the grant-making 

agency that connects to public libraries, school libraries, and college libraries for innovative projects. Having representatives from 

those two entities would strengthen the Folklife Board, but also 

deepen the relationship with those two entities. 

Chairman BLUNT. We will talk about that and see if we can get 

that legislation moving in the direction you would like for it to. In 

March 2015, this is one of the things I referred to the day that we 

confirmed you as the director, the technological challenges, the 

management challenges. The GAO had the included 31 specific recommendations to the Library to strengthen the management of its 


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IT system. Do you have any update on that, how you are doing approaching those 31 specific recommendations? 

Dr. HAYDEN. Mr. Barton is here, as I mentioned, our chief information officer, and all those 31 recommendations, as of today, the 

Library has closed and implemented 27. We also have made great 

strides with the non-public recommendations. Most of those have 

to do with security, and we have been at the forefront in the legislative branch with working on the security recommendations. The 

GAO report provided a road map for us with IT improvements and 

so the centralization of our IT efforts, the fiscal oversight of IT investments, has been a major part of it as well. The 27 out of the 

31 and the remaining are at GAO waiting to be reviewed. All 31 

have been addressed. We are very pleased. 

Chairman BLUNT. We will get that on the record of the hearing. 

What has happened, the 27 in place, the 4 you now have over at 

GAO. The silos issue, we were hoping that you also would eliminate the inability for everybody to get to all the information they 

needed to get to. 

Dr. HAYDEN. The security aspect was very important. We had 20 

units that had security authorizing staff members. We have consolidated that to one professional security officer who is reviewing 

all the security requirements and needs of the Library, and that 

has made quite a bit of difference. We have started things like 

multi-factor authentication even with our staff members. 

Chairman BLUNT. Well, and I think, you know, it was anticipated there would be some significant cost benefit analysis and we 

will ask about that as well. I have a handful of things here we will 

get to, library and E-rates, and Universal Service Fund, things like 

that we might have to have you back quicker than—— 

Dr. HAYDEN. Well that would require a semiannual report would 

be good. 

Chairman BLUNT. I think very few people volunteer to show up 

more often, particularly here at first. We are glad that you are 

here, Dr. Hayden. Thanks for coming. Thanks for bringing your 

team today. I am also going to be asking back to Director 

Keninger’s comments about how long you think it will—and how 

you will continue to make available more traditional technology 

that many of the people you serve will want to have. 

But I do think cost-effective, access effective, time effective, the 

digital transfer, as other things have been replaced over the years 

by what people have gotten used to now, I think they are going to 

get used to this so pretty quickly. I think there is some significant 

cost savings there for the Library and for the taxpayers that support it. The record will be open for 1 week from today. We ask you 

to respond quickly when we get those questions to you. 

[The information referred to was submitted for the record.] 

Chairman BLUNT. The committee is adjourned. 

[Whereupon, at 11:33 a.m., the hearing was adjourned.] 


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APPENDIX MATERIAL SUBMITTED 


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Statement of Carla Hayden 

The Librarian of Congress 

Before the 

Committee on Rules and Administration 

United States Senate 

"Annual Oversight ofthe Library of Congress" 

March 6, 2019 

Mr. Chairman, Ranking Member Klobuchar, and Members of the Committee: 

Thank you for this opportunity to appear before you today representing the Library, its programs, 

and its dedicated staff of professionals. The Library of Congress is the nation's oldest federal cultural 

institution and a pre-eminent repository of knowledge. As the main research arm of the U.S. Congress, 

we provide authoritative, non-partisan information to Members and staff in support of their 

legislative work. We supply reference services to the U.S. Courts, other government agencies, and 

libraries throughout the country, as well as offer scholars, researchers and content creators access 

to a reservoir of materials to inspire their ideas. The Library is the home of the U.S. Copyright Office, 

the Congressional Research Service (CRS), the Law Library of Congress, and the National Library 

Service for the Blind and Physically Handicapped (NLS). It represents, as a whole and within its 

esteemed parts, the documented history and culture of our nation. 

Each day, we serve our users through our many programs, concerts, lectures, exhibitions and online 

resources. Today, the Library holds nearly 170 million items in all formats and languages and has the 

world's largest collections of legal materials, films, and sound recordings. Last year, the Library 

welcomed nearly 1.9 million on-site visitors and recorded 114 million visits to the Library's web 

properties. CRS provided custom services to 100 percent of Senate and House member offices and 

standing committees. More than 450,000 claims were registered by the U.S. Copyright Office. Over 

20.9 million copies of braille and recorded books and magazines were circulated to more than 

4 70,000 blind and physically handicapped accounts, and the Library responded to over 1 million 

reference requests from the Congress, the public, and other federal agencies. The Library's web sites, 

including loc.gov, congress.gov, copyright.gov, and the CRS site, among others, received nearly 503.1 

million page views. 

The past year has been an exciting one for the Library of Congress. We have moved forward in 

significant ways to increase user access to our materials. More than 7 million new items were made 

available online, among them the papers of Benjamin Franklin and Presidents Theodore Roosevelt 

and Woodrow Wilson. Our Geography and Map division created the Story Maps web application, 

which tells incredible stories about Library collections items using narrative multimedia and 

interactive maps. 

We created a Digital Strategy Office within the Office of the Chief Information Officer (OCIO) to 

partner with Library units on creating innovative digital projects to engage the general public. This 

new office has already launched a successful crowdsourcing project, "By the People," which allows 

public contributions to and interactions with the digital collections while at the same time helping 

the Library to make its data more discoverable. CRS launched a new website, 

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crsreports.congress.gov, to provide the public with access to non-confidential research products 

produced for the Congress. The Law Library launched a multi-year, collaborative project to archive 

and enlarge the number of publicly-available global legal research reports. And congress.gov 

launched the first version of a new congressional committee schedule, designed to allow the public 

to quickly see which meetings and hearings the House and Senate committees have scheduled for the 

week. 

Onsite, we are making our spaces work better for visitors with simple improvements like providing 

reader registration at a more convenient location, and also bringing to reality a more significant 

vision for a revitalized Jefferson Building experience centered on using the collections to engage 

users. A new, state-of-the-art case was installed to conserve and display the treasured Gutenberg 

Bible, the first book printed in the West with moveable metal type. In the last year, we have installed 

13 short-term "agile displays" on featured collection items, such as those commemorating the 

bicentennial of Frederick Douglass' birth and connecting Alexander Hamilton's personal papers with 

lyrics from the Broadway musical. 

Just this fiscal year, the Library Events Office produced 130 programs and events, including concerts, 

films, lectures, ceremonial dinners, meetings and more. Through the creation of two new centersthe Center for Learning. Literacy and Engagement and the Center for Exhibits and Interpretationwe are making a concerted effort to make the stories we tell through our collections more cohesive 

across online offerings, learning programs, and events and exhibits. Together, these centers will 

activate and animate the collections, enhancing access both physically and digitally. 

All this results from and ties into a more than 18-month initiative to reform strategic planning at the 

Library of Congress. Last October, we officially unveiled a new Strategic Plan, "Enriching the Library 

Experience," which will guide the agency's activities through fiscal year 2023. Individual Library 

units are currently working to finalize unit-specific Directional Plans, which will align their activities 

to the agency Strategic Plan and provide the basis for revised annual performance goals. The Strategic 

Plan commits to a user-centered and digitally-enabled direction forward for the Library, presenting 

four goals to steer agency activities: expand access; enhance services; optimize resources, and 

measure impact These four goals establish a roadmap for fulfilling our mission to engage, inspire. 

and inform our users. 

Enhancing the Visitor Experience 

Since my confirmation, my goal as Librarian has been to expand users' access to the Library both 

onsite and online. When it comes to our onsite efforts, my top priority is to help visitors become 

lifelong users. In early 2018, I presented to Congress an opportunity to enhance the visitor 

experience of the Thomas Jefferson Building. With an offer from the Library of Congress Madison 

Council Chairman to lead fundraising for this initiative, we could create a new Youth Center to 

promote creativity and innovation and grow the next generation of researchers; improve exhibit 

infrastructure for a Treasures Gallery to highlight the best of our collections; and provide more civics 

and history education programming to your constituents and others who visit the Thomas Jefferson 

Building. 

I appreciate that Congress committed to a public-private partnership to provide $60M for this 

project-$40M in appropriated funds to be matched by $20M in private funds raised by the Library. 

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To date, the Library has received $11M in verbal commitments and is working with a contractor to 

develop a capital campaign to raise the rest. Congress approved $10M in FY2018, $2M of which was 

to be used immediately to contract with a professional firm to create a Master Plan from the concepts 

shared with Congress. 

Today, I am delighted to provide you with a first "look in" at the Plan which confirms we can broadly 

accomplish within the $60M what we envisioned during our concept phase last year. We can 

revitalize exhibit spaces, create an activities area for youth, have a welcoming orientation space 

where constituents and visitors will see jefferson's Library as the foundation ofthe Library, and look 

up through an oculus to the magnificent Main Reading Room. 

The Ground Floor I Carriage Level will be the main street level access point for visitors so we can 

change the traffic flow for better entry and egress. The primary visitor exit will now be off the First 

Floor I Great Hall Level. ADA ingress and egress will continue to be on the Ground Floor I Carriage 

Level. Capitol Hill Police and Library Security were consulted on this possible change and affirmed 

that this is a viable option. Through our work with the Architect of the Capitol (AOC), there is already 

a planned third elevator for additional visitors. Entry on this level would take stress off the more 

fragile building spaces. 

We appreciate that from the inception of the project, both the AOC and U.S. Capitol Police have 

provided advice, feedback, and recommendations as we contemplated options with our professional 

firm Pure+ Applied. 

The majority of changes entail movement and deconstruction of 25-year·old exhibit cases and related 

materials and installation of new secure, state·of·the·art, preservation standard glass and steel 

exhibit cases. We have confirmed that building modifications for the oculus, which would provide an 

inspiring view of the Main Reading Room with its arched stained glass windows, domed ornamental 

ceiling. balustrade of galleries above the alcoves and some of the major figures who contributed to 

civilization, is light construction. Limited access to the Main Reading Room would be through the 

vestibule on the First Floor. 

As this is your Library, we want your constituents and visitors to have a better experience. With so 

many visiting school groups, we want them to leave more knowledgeable about the history of our 

country, have a better understanding of democracy in action, appreciate what it means to be a good 

citizen, and know the origins of the Library which is also Congress' story. We also want visitors to 

leave motivated to learn more about our country and its cultural heritage. I look forward to 

continuing to keep you informed about our progress on this project to showcase the unparalleled 

nature of the Library's collection. 

Library Collections Stewardship and Preservation 

The Library's collection is its core. Library Services professionals take great pride in stewarding the 

national collection, attentively addressing its preservation and storage needs. Conservators, 

scientists, and technical staff collaborate to ensure that our standards of practice are research based, 

regularly evaluated, and suitable for the Library's diverse and growing variety of collections. 

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In FY 2018, the Preservation Directorate took 10 million preservation actions to keep the Library's 

high-value, high-use, and at-risk items user accessible. The Library reduced the special collections 

processing arrearage by 2.5 million items, and with funding supplied this fiscal year, we will continue 

to reduce the backlog. Over the past several years, our holdings integrity program has reduced the 

number of books stored on the floor of the jefferson and Adams buildings stacks by approximately 

50 percent. We continue to make efforts to reevaluate selection and retention criteria, increase the 

efficiency of current storage spaces by installing movable or compact shelving, and obtain new leased 

or permanent collections storage. 

The Library works closely with the AOC to achieve preservation storage standards with sustainable 

operations and maintenance costs. This includes optimizing storage capacity by transferring items 

from temporary storage space at the Landover Center Annex to environmentally-optimized storage 

at Fort Meade. Fort Meade Module 5 opened in October 2017 and is on track to be occupied this fiscal 

year. Funding was received in F¥2018 to construct Module 6, which is on schedule to open in FY2021. 

Design work for Fort Meade Module 7 has been completed, and we are utilizing interim leased 

storage at the Cabin Branch, Maryland facility to relieve pressure on Capitol Hill storage, as well as to 

provide a staging space that allows us to fill new Fort Meade modules more rapidly and efficiently. 

Modernizing Enterprise Information Technology 

Being a good steward of the collection requires the agency to be a good steward of its technology as 

well. The Library continues to build on the work done in recent years to modernize its information 

technology operations. We are grateful for the significant congressional support received in the last 

three fiscal cycles to transform Library IT. Our Chief Information Officer (CIO) and a Deputy CIO are 

leading successful efforts to centralize IT services and establish best practices in IT investment and 

planning. I am pleased to report that we have been working very closely with the Government 

Accountability Office (GAO) to address recommendations from its 2015 report on the agency's 

information technology. We have closed and implemented 27 of the 31 public recommendations and 

have submitted initial evidence to close the remaining 4. We expect to fully address all of the 

recommendations by the end of this fiscal year. 

Cybersecurity has been an ongoing focus over the last two years as we have been able to close three 

major IT security recommendations made by GAO. OClO has implemented multi-factor 

authentication for all employees. The agency now has a centralized, unified organization of 

information system security officers, who continuously monitor IT systems for emerging threats. In 

addition, the Library regularly participates in the Legislative Branch Cyber Security Working Group, 

enabling the inter-agency exchange of expertise and coordination in response to security threats. 

Importantly, the agency has developed a defining approach to IT modernization-stabilization, 

optimization, modernization-that underlies all activities. Stabilization involves shoring up core IT 

systems by updating legacy hardware and infrastructure, improving maintenance procedures, and 

doing some reengineering where needed. We are optimizing our hosting environments by 

transitioning to a new, Tier Ill-level data center, reducing the risk of service interruptions. The initial 

data center build-out was completed in F¥2018, and we are now migrating applications to the new 

facility. The Library has also established cloud hosting environments that will provide a more robust 

scalable, and flexible foundation for our technology services and business applications, such as those 

within the Copyright Office and CRS. While much work remains ahead of us, I am encouraged by the 

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progress made thus far on IT modernization. With the support of Congress, our ultimate goal is to 

modernize IT capabilities to support more user-friendly customer experiences across the agency. 

Modernizing Copyright Office Technology 

Modernizing the Copyright Office's IT systems is a top priority. The Copyright Office, in close 

collaboration with the Library OCIO, released a Modified Provisional IT Modernization plan in 2017. 

The plan establishes an overall IT modernization strategy for improving user services and systems 

and led to the creation of the Copyright Modernization Office (CMO) in early 2018. CMO serves as a 

crucial liaison in the Copyright Office's partnership with OCIO. As modernization goes forward, CMO 

will help set the agenda on transforming Copyright Office business systems to be more agile and usercentered. 

The Copyright Office and OCIO have engaged in an extensive collaboration to develop an Enterprise 

Copyright System that will integrate data across the Office's core services for registration, 

recordation, and statutory licensing. System development for the project began in FY2018 and is 

expected to continue five years through F¥2023. The Office is taking steps to make recordation and 

registration more efficient. A pilot for a fully-electronic replacement of the Office's paper-based 

document recordation system is in the works for F¥2020, as well as a next-generation online 

registration application system slated for completion in FY2023. The Office is also working to reduce 

the registration application processing time by adding more staff to examine copyright registrations. 

Thanks to Congress funding 62 new FTE since F¥2015, staff numbers have returned to near presequestration levels. 

Supporting CRS and Law Library Resources 

CRS provides Congress with timely, objective, nonpartisan and confidential research and analysis to 

support its legislative functions. Last Congress, CRS responded to more than 62,000 congressional 

requests, and the Service bolstered its research and analytical capacity in areas of heavy 

congressional demand, such as healthcare, education, military, and defense. 

Congressional support in F¥2019 has resulted in improved staffing levels, which in turn allows CRS 

to more readily serve Congress' need for research on current and emerging issues. New hire 

on boarding is in process, with 20 new FTE to be hired by the end of the fiscal year. 

Like other parts of the Library, CRS is enhancing its services and optimizing resources through a 

modernization project. It has executed preliminary steps in a five-year plan to modernize its IT 

system for responding to Congress. The Integrated Research and Information System (IRIS) will 

become more flexible in how it helps CRS employees perform information research, content creation, 

policy and data analysis, and congressional product delivery. 

CRS is also making its knowledge accessible for your constituents, as Congress recently passed a law 

to bring CRS reports to the public. Twenty-two hundred non-confidential congressional reports are 

currently available online. The site received 20,000 page views in its first 24 hours. 

5 
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In its daily work, Congress also relies on experts in the Law Library, requesting more than 330 inquiry 

responses in F¥2018. Drawing on its unparalleled collection of domestic and international legal 

material, the Law Library of Congress provides Congress with timely, comprehensive research on 

questions concerning international and U.S. law. In addition to Congress, it prepares research and 

reference reports for executive and judicial branch agencies, the U.S. bar, and members of the public. 

Its service to the public is robust, answering more than 18,000 inquiries in person in its reading room, 

by phone, or electronically. 

Recognizing that Congress and the American people are increasingly using electronic resources, the 

Law Library is embracing digitization. It has recently made past years of the official U.S. Statutes at 

Large fully accessible and is creating a pilot program to digitize 1,000 volumes of congressional 

material contained in the U.S. Serial Set With the support of Congress in FY2019, the Library looks 

forward to further digitizing historical U.S. and foreign law materials from its collection. 

A 21st Century National Library Service for the Blind and Physically Handicapped {NLS) 

To meet the needs of 21st Century Americans who are blind, visually impaired or print disabled, NLS 

is implementing a complex and challenging plan to convert braille and talking books to modern 

digital formats and to take advantage of new technologies, such as voice recognition and artificial 

intelligence, to provide more books to more eligible patrons at a lower overall cost 

To accomplish this transformation to a fully-digital service, NLS has developed a multi-year plan to 

add braille eReaders to the NLS equipment program; to develop, test, and implement the next 

generation talking book system based on connected digital devices with modern voice controls; and 

to deliver an expanded collection of digital braille and talking books via the Internet directly to 

patrons' devices. 

The Library is asking Congress for a change to NLS authority to conform to the Marrakesh Treaty 

Implementation Act, which was signed into law in October 2018. The Library expects that this, 

coupled with easing the Library's patron eligibility regulations, will expand the NLS user base over a 

period of 5 to 7 years. NLS seeks to grow from approximately 500,000 to 1,000,000 patrons and 

increase its number of titles available to patrons from approximately 3,200 to 9,550 annually, across 

multiple content formats. 

Optimizing the Financial Services Directorate 

The Library received its 22nd clean (unmodified) audit opinion for F¥2017. Our goal is to maintain 

an unmodified opinion. To identifY and resolve issues before tbey become audit findings, we are 

requesting resources and staffing capacity for the Financial Services Directorate in our FY2020 

budget. 

The Library's financial reporting services have grown and are used by our shared services partners 

the Congressional Budget Office, Medicare Payment Advisory Commission, and Open World 

Leadership Center. The Financial Services Directorate also provides accounting and audit support 

for four legislative branch agencies and two committees. However, the number and significance of 

6 
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audit issues have increased due to the loss of experienced staff, changing skill sets, and the need to 

modernize processes, internal controls, systems, and reporting tools. 

We need to make better use of financial data to support business decision-making, meet Treasury 

mandates, and ensure regulatory compliance. We also need to rebuild the data warehouse so that 

we can move it to the cloud, along with the Legislative Branch Financial Management System, to meet 

data-driven, real-time reporting needs. 

Without optimized staffing and oversight, the Financial Services Directorate will forego 

opportunities to strengthen monitoring of risks, internal controls, and compliance and to increase 

the integrity of financial reporting and sound financial management. 

Conclusion 

In closing, the Library has made significant progress in many areas important to our users and we 

are excited about the work that remains to be done. We have a well-designed roadmap in place to 

enable the Library to be truly user-centered and more digitally enabled for Congress, in-person 

visitors and researchers, stakeholders, and your constituents visiting our websites at home. We are 

stabilizing, optimizing. and modernizing our information technology to support a more agile 

technology landscape that can adapt to each business unit's needs, and we are remaining intently 

focused on the collections and services that define the agency. 

I thank you again for your continued interest and support for the Library of Congress, and for inviting 

me to update the Committee on these topics. 

7 
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Orientation Experience (arri•l!"~<veltgroundlloor) 

- Feature the collection 

congress acquired 

from Jefferson In 1814 

"Jefferson wanted his books to be in a big circle, 

and he was supposed to sit in the center of it with his 

big deslc and his Lazy Susan for books." 

Abfft Pim-mn, Cltief nflhe R.re Book >ind SpeciliC'.ol~ l>imiM 
26 


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Orientation Oculus 

- offers visitors remarkable views 

up into the Main Reading Room 

of the Library 

- Visually connects the 

Orientation Experience to the 

Main Reading Room 

- Recessed In the floor of the 

Main Reading Room 

- Research activity above is 

undisturbed 

-·--
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The Youth Center: Civic and Cultural Literacy and Engagement 

- A world-class center that 

sparks curiosity, Ignites 

minds, and Inspires cMc 

engagement. 

- An evolving teaming lab 

enabling young peopla to engage with and use 

library collections In new 

and meaningful ways. 

- A place for young people 

to Imagine and write the 

next chapter ot our 

nation's history. 

- A place to Introduce new 

users to the wonders of 

the Library. 

- An opportunity to explore 

the collection digitally. 

-·--
28 


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Treasures Gallery 

- Providing greater 

access to the 

country's cultural 

heritage through the 

Library's collection 

- Providing an 

opportunity to explore 

the collection digitally 

-Featuring long-term 

but rotating display of 

collection highlights 

---
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Senate Committee on Rules and Administration 

Annual Oversight of the Library of Congress 

March 6, 2019 

Questions for the Record 

Dr. Carla Hayden 

Chairman Roy Blunt 

l. FY2019 2023 Strategic Plan -I understand that when you assumed the position of Librarian 

of Congress. you embraced a renewed focus on comprehensive strategic planning for the 

Librarv. The FY2019 2023 Strategic Plan, Enriching the Librarv Experience, is focused on 

the Librarv's users. Please tell the Committee about the process that the Library undertook 

to develop this strategic plan and how that process differed from previous years. 

ANSWER: 

The Office of the Librarian was very intentional in our approach to developing the Agency's 

FY20 19- 2023 Strategic Plan: Enriching the Library Experience. A top priority was that this plan 

be developed in a truly participative way and, as a result, be relevant to and resonate with all parts 

of the Library of Congress. 

In the spring of2017. we embarked on an envisioning effort to set the foundation for the strategic 

planning work. Early activities tapped over l 00 staff and our Federal Research Division, to 

research, consider, and report on trends and topics important to the Library's future. Working from 

this insight, a group of over 40 leaders from across the Library collaborated to set a shared direction 

forward, described as User Centered, Data Driven, and Digitally Enabled. The envisioning work 

also identified the need for shared language for how we articulate the role of the Library of Congress, 

and for defining our core users: Congress, first and foremost; Creators; Learners; and Connectors. 

Early in 2018, we began development of the Strategic Plan, continuing to follow a highly 

participative approach. For example: 

• We engaged over 500 staff and Library managers here on Capitol Hill and at our Culpeper 

campus in planning forums, meetings, and working groups. 

We continued to work with the cross-Agency leadership group to review progress, provide 

input, and give feedback on plan content as it evolved. 

We shared progress and engaged with our congressional oversight committees throughout the 

process culminating in the presentation of a draft plan in July, before submission of the final 

plan in September. 

In addition to a participative approach, the planning process was constructed with the aim of creating 

a strategic plan that would transcend organizational boundaries and unif'y our discrete Service Units. 

The result was a refined Mission Statement, a new Vision statement, and a set of four strategic goals 

Expand Access, Enhance Services, Optimize Resources, and Measure Impact - that genuinely 

apply to all Service Units within the Library. 

A final difference of note with this planning process: for the first time all service units across the 

Agency developed their own five-year directional plan, establishing goals and priorities to align 

with the Library's Strategic Plan. This allows the Library to track and report on progress to our 

established strategic goals over the life of the strategic plan. 

Have each of the service units within the Library coalesced around this plan? 

ANSWER: 

Even before the launch of the Library's Strategic Plan in October, Service Units were moving 

forward with their own planning activities, working to set goals and consider approaches to become 

more user centered. digitally enabled, and data driven. The resulting Directional Plans articulate 

each unit's mission-unique goals and priority work over the next five years in line with the 

framework of the Agency's Strategic Plan. 

These plans reflect the culture of each unit, and serve to provide staff with a clear direction forward, 

and the means to link their work to the Agency's strategic priorities. In addition, the Directional 

Plans provide Library leadership the opportunity to consider a collective, enterprise perspective in 

considering priorities and investments based on achieving strategic goals. 
30 


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Building on this work, the United States Copyright Office has developed Copyright: The Engine 

of Free Expression, which continues the practice of providing a strategic plan for Copyright's 

external users and stakeholders. This plan makes clear the Office's alignment to the Library's 

Strategic Plan, and how it will contribute to the agency's four shared goals of Expanding Access, 

Enhancing Services, Optimizing Resources, and Measuring Impact. 

Why was the focus on the Library's users so important for this strategic plan? 

ANSWER: 

The Library of Congress has an incredible, user-oriented mission: to engage. inspire, and inform 

Congress and the American people with a universal and enduring source of knowledge and 

creativity. 

Our expert staff is unmatched in it~ ability to provide authoritative and nonpartisan research, 

guidance, analysis, and information in service to Congress, creators, researchers, and many other 

types of users. As with other agencies, however, we must take action to better understand and 

respond to the ever-evolving expectations and needs of our users, enriching their experience with 

the Library be it through expert CRS counsel, Copyright registration processes, reading devices for 

our NLS patrons, or library or law library reference services. 

In addition, given the extraordinary resources offered by the Library, we know that there is much 

more we can do to be of service and value to many more Americans. We recognize our profound 

duty to more actively engage learners of all ages with the Library's unique and trusted resources 

and services. 

Would you please speak to the four goals the Library has identified to achieve the objectives 

of this olan expanding access. enhancing services. optimizing resources. and measuring 

impact- and what bas been done to date to accomplish these goals? 

ANSWER: 

The four goals of the Strategic Plan - expanding access, enhancing services, optimizing resources, 

and measuring impact-- were developed expressly to transcend organizational boundaries and unify 

our discrete Service Units. 

Though the plan was not launched until October 2018, its goals influenced the construct of Service 

Units' FY2019 goals. Thus, six months into the plan, we are tracking progress to the four strategic 

goals across the Library. 

Goal #1: Expand Access. Initiatives to Expand Access include launching crowd.loc.gov, which 

allows members of the public to make the Library's collections more discoverable online; putting 

into production the Virtual Card Catalog (VCC) providing free online access to the millions of 

Copyright catalog cards that previously could only be accessed in person at the Library; beginning 

a series of year-long pilot projects to determine how technology can enable the modernization of 

NLS' talking book services; progressing on the new Visitor Experience Master Plan to enhance 

access to collections and services and improve our response to the needs of contemporary audiences; 

developing two major 2019 exhibitions (on Women's Suffrage and Rosa Parks) that will reach more 

people through in-person and virtual offerings; continued planning for USCO's information 

technology to support its public online catalog of records of copyright ownership with a new, stateof-the art platform that will feature intelligent search capability and bulk access to the Office's 

records; digitizing the U.S. Serial Set within the Law Library to liberate tangible and for-pay 

subscription titles; expanding access to special collections by reducing arrearage, and, as always, 

continuing to expand our collections across all formats and perform millions of reformatting, 

treatment, rehousing, or binding actions to ensue accessibility to those items. 

Goal #2: Enhance Services. With the aim of enhancing services, the Library is focused on 

assessing customer satisfaction of CRS and Law Library products and research services provided 

to Congress and Federal agencies, moving forward with specific activities targeted to improve 

awareness of those services such as the development and execution of a CRS-wide outreach plan 

and the establishment of outreach performance baselines; commissioning a market research study 

to better understand our audiences to inform future programmatic planning; developing a 

prototyping studio in the Jefferson Building that will be used to experiment with different models 

for engagement with the Library's collections and services; developing a first generation system for 

the online filing, examination, and recording of copyright-related document~ to allow filers, for the 

first time, to submit documents and associated fees online: adding new partnerships to increase the 
31 


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diversity and enhance the quality of Library internship programs; and in partnership with the House 

and Senate, developing a comprehensive calendar of congressional committee events on 

Congress.gov, increasing the discoverability of information on the site, and assuring data integrity, 

particularly regarding the transition from LIS.gov to Congress.gov. 

Goal #3: Optimize Resources. In support of the first two strategic goals, the Library is expanding 

efforts across the agency to support innovation and the modernization of our systems and services. 

This work also requires examination and the opportunity to improve workflows, as well a' 

organizational structures, assessment of skills, and advancement of staff development opportunities. 

Examples of this work include: the pilot now underway to develop an automated integrated content 

management system (CMS) to streamline content creation, content delivery and publishing, 

archiving, and retrieval of Law Library research reports and to inform the development of a Librarywide CMS solution; and the Copyright Office's business process reengineering (BPR) and 

organizational analysis and redesign efforts that will refine internal processes and workflows to take 

maximum advantage of the increased automation that IT modernization will provide, and then 

optimize organizational structures, and align personnel resources to the emerging needs that result 

from modernization. Additionally, our two new Centers are working together to coordinate and 

have thematic consistency in public-facing events, programs, and messages; our newly created 

Library Collections and Service Group (LCSG) is consolidating communications functions; OCIO 

is building upon the conceptual foundation of the newly adopted Technology Business Management 

framework (TBM) to show different aspects of how IT funds are used to support management 

decisions in order to optimize scarce resources; and CRS continues to make progress in modernizing 

mission-specific information systems, as well as designing and implementing a knowledge 

management program. 

Goal #4: Measure Impact, Service units within the Library have recently completed development 

of their five-year Directional Plans, to include setting impact- and outcomeoriented measures for 

their priorities, which will dramatically improve the Library's ability to measure and communicate 

impact. While many of the plans' identified measures require start-up work to set baselines, units 

are moving forward in several areas, including: the Law Library's new effort to evaluate data 

collection and track functions recorded in an internal management information system (MIS) to help 

develop an IT modernization strategy that addresses how data should be collected and used to inform 

program impact, results, and improvements; the Centers' work to develop and test survey 

instruments to measure visitor experiences at the Library; the Copyright Office's work to design 

metrics directly tied to the impacts described in its strategic plan; the John W. Kluge Center for 

Scholars' implementation of a new data collection initiative to collect feedback from attendees at 

all public events; Library Services' work to conduct surveys of internal and external users of key 

programs; and the establishment of a quality and performance management directorate within 

OCIO, dedicated to tracking performance associated with IT services and mitigating disruptions or 

improving services based on measurable data. 

How is the Library functioning differently today because of this strategic plan? 

ANSWER: 

The Library's new Strategic Plan is providing the basis for prioritization and decision making. New 

approaches, frameworks, programs, and investment decisions are discussed specifically with respect 

to alignment with and contribution to the plan's four strategic goals. 

The plan's focus on measuring impact has led to dramatic changes in the types of measures that 

units are setting and considering in order to measure the impact of their work. This has accelerated 

progress in improving our performance management framework by shifting from output-based 

measures to outcome-based measures. 

How do you envision the Library's functioning will change over the course of the five years of 

this strategic plan? 

ANSWER: 

Most significantly, building experience in planning activities, and executing initiatives to align to 

the strategic plan's shared goals will allow the Library to approach more of its work from a 

collective perspective. 

Additionally, we will embark on work with a clear understanding of what we hope to accomplish 

with the work, and have the ability to measure progress to those objectives, to ensure we are 

achieving the desired return on our investments. Additionally, throughout the agency, staff will 
32 


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develop a clear understanding of how their work connects to the Library's highest strategic goals as 

it executes its mission. 

2. The Visitors Experience Master Plan - The Visitors Experience is a tremendous vision to 

repuroose some pf the spaces withiu the Librarv's Thomas Jefferson Building in order to 

make it more user friendly, easier to navigate, and increase the opoortnnities for visitors to 

see some of the vast treasures and collections the Library holds. There are several different 

phases of potential renovation and multiple options within each pl,!ase. 

Are the phases and options interdependent, or do they each stand on their own? 

ANSWER: 

The different areas (the Orientation, Treasures, and Youth Centers) are conceived of as 

interdependent and complementary to address a wide variety of challenges identified by the Master 

Plan team during the research phase of the Master Plan process. However, in terms of design, 

development, and implementation, it is feasible to execute the experiences independently or in 

phases. How the Experiences should be prioritized is subject to the following factors and 

considerations: l) funding, 2) impact, 3) timeline, and 4) location. 

1. Funding: The Design Phase for all three experiences could be undertaken concurrently given 

the $8 million the Library would have in hand upon approval of the Master Plan. Doing so would 

ensure maximum dialogue about and between the 3 experiences. The Master Plan Team is awaiting 

cost estimation numbers to understand how the development and implementation of the 

experiences could potentially be scheduled. 

2. Impact: The Orientation Experience will offer the most obvious improvement to the visitor 

experience as visitors will immediately encounter and readily understand the Library's history and 

mission. Visitors will have an experience-the Oculus and Library's history-unlike any other, 

thus making the visit quite meaningful and the memory an indelible one. 

J. Timeline: Of the three experiences, the Treasures gallery would be the most straightforward 

to undertake, and thus, likely the one implemented most quickly. 

4. Location: The Trea•ures gallery would also likely be the most straightforward to undertake 

since the programming of space in its proposed location would not be significantly impacted, i.e., 

one long-term exhibit would be replace with another long term exhibit. The Treasures Gallery 

would be in a space that is currently used for exhibitions on the 2"' floor of the Thomas Jefferson 

building, which would not require much preparation other than de-installing an existing exhibit 

and installing a new exhibit. 

Could Congress elect to move forward with some, but not all of the options? 

ANSWER: 

The experiences/areas (fhe Orientation, Treasures, and Youth Centers) are, in large part, 

independent from each other. Conceptually and functionally, however, because they address 

different challenges and solutions, each supports and promotes the effectiveness of the ofher. Thus, 

as design solutions, there is interdependence between the three. For example, consideration is given 

to connectivity and visitor flow into, around, and between the Orientation Experience spaces and 

the Youth Center spaces. If only select experiences are pursued, it would be wise to revisit how 

those operate in isolation. 

One of the options would remove the historic desk and spiral staircase underneath the desk in 

the center of the Reading Room in order to create an Orientation Oculus. This Orientation 

Oculus would allow visitors on the lower level to look up into the Reading Room for a visual 

connection to the Reading Room that would not disturb ongoing research activity there. What 

value does the Orientation Oculus add to the plan and how much of the total cost of the plan 

is attributed to this feature? 

Al..,SWER: 

In the Oculus, the Master Plan team has found a solution that celebrates the significance of the Main 

Reading Room, respects the needs of researchers, and establishes a powerful connection between 

the visitor and the Library. 
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The Oculus is at the heart of an interconnected, three-part Orientation Experience. The original 

Thomas Jefferson Library/Collection, the Library's Story, and the Oculus are complementary 

spatial components that elucidate the integral aspects of the Library. The Oculus provides an 

inspirational view of the Main Reading Room dome. At the centerofthatview is Edwin Blashfield's 

mural depicting the figure of Human Understanding lifting the veil of ignorance away from her 

eyes. 

Encircling the Oculus is the Thomas Jefferson Collection-the intellectual foundations of the 

Library. The surrounding walls displaying the Library's story frame both the Oculus and J1fferson 

Collection. This experience displays the Library's history and how it serves Congress and the 

American people. In addition, visitors learn about the Library's divisions, research services, 

collections, and current exhibitions and programming as well as the many ongoing opportunities for 

research, learning, and engagement both onsite and online. 

Taken as a whole the Orientation Experience will answer the most oft-asked question, "Where are 

the books?" and provide visitors with a newfound understanding that the Library is an unparalleled 

resource that welcomes and embraces visitors as users. 

The center desk of the Main Reading Room will remain as a historically-appropriate fa~ade 

separating researchers in the reading room from the visitors viewing the room from the Orientation 

Center helow. 

The Master Plan team is awaiting figures from the cost estimator to determine the percentage of 

costs devoted to the Oculus experience. 

Does the current total nroject estimate of$60 million include the cost of ongoing storage needs 

created by displacing the historic structure proposed to be removed from the Reading Room? 

If not. do you have an estimated cost for those storage needs? · 

ANSWER: 

Yes, the ongoing storage costs for any historic fabric (i.e.: stairs, desk, stone floor) are accounted 

for in the cost estimation. The team is also considering displaying one or more historic pieces for 

educational or learning purposes. 

The renderings of the Youth Center and new exhibits are more "commercial" in appearance 

than the grand architecture of the Thomas Jefferson Building. Is there concern about adding 

modern elements to thjs historic structure? 

ANSWER: 

The Master Plan is high-level and focuses primarily on conceptual, experiential, and functional 

recommendations for the Visitor Experience. It is the understanding of the Master Plan team that 

specific design solutions for the experiences will be addressed in future design phases and contracts. 

That said, the Master Plan team recommends that the solutions he in keeping with the historic 

character of the Thomas Jefferson Building. With regard to the Youth Center, for example, 

preliminary discussions have proposed including historic library furniture, equipment, operations, 

and processes as part of a hands-on activity "time line" to demonstrate how Library activities, such 

as research and conservation, have evolved up to the present day. 

Will there be an attempt to blend the new with the old, as was done in the Capitol Visitor 

Center? 

ANSWER: 

As mentioned above, the Master Plan is high-level and focuses primarily on conceptual, 

experiential, and functional recommendations for the Visitor Experience. It is the understanding of 

the Master Plan team that specific design solutions for the experiences will be addressed in future 

design phases and contracts. That said, the Master Plan team believes the spirit of the new should 

be in deference to the old- the historic character and singularity of the Thomas Jefferson Building. 
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3. Information Technology Modernization- In March 2015. GAO issued a reoort regarding the 

Librarv's Information Technology Management Weaknesses. which included 31 specific 

recommendations to the Library to strengthen the management of its IT systems. I 

understand the Library has been working diligently to address GAO's recommendations, 

beginning with hiring Mr. Bud Barton in September 2015 as the Chief Information Officer. 

How many of GAO's recommendations has the Library addressed to date? 

ANSWER: 

With their 2015 review of the Library, GAO made 31 public IT recommendations, of which 27 have 

been closed and fully implemented. We have submitted initial evidence for the remaining 4, and 

continue to work closely with GAO to close those out as well. 

The GAO made another 74 nonpublic recommendations. To date, the Library has closed and fully 

implemented 70 of those recommendations, with initial evidence submitted on the remaining four. 

Does the Library have all of the resources necessary to address the remaining 

recommendations from GAO? 

ANSWER: 

Yes. The Library has submitted initial evidence for the remaining 8 recommendations- 4 public 

and 4 nonpublic- to GAO and is working closely with them to ensure that all recommendations are 

fully met. We expect to have all recommendations (public and nonpublic) implemented by the end 

offiscal2019. 

Has the Library's current IT strategy successfully broken down some of the silos that bad 

developed among the different service units in the Library? 

ANSWER: 

Yes. All Library technology activities are now centrally coordinated under the CIO. While 

processes are still maturing, that realignment has helped provided Library leadership with a holistic 

view of IT needs and better insight into IT projects. We have also refreshed the Library's IT 

Governance structure to ensure that IT operations and planning are aligned to meet the mission and 

goals established in the LC Strategic Plan, Digital Strategy, and service unit Directional Plans. 

One significant area of concern GAO identified was the existence of duplicative or overlapping 

activities and IT investments across the different service units. Has the Library been able to 

identify and assess the costs and benefits of consolidating duplicative or overlapping IT 

investments? 

ANSWER: 

Over the last few years, the Library has made great progress consolidating IT activities and 

decreasing duplicative and overlapping IT services. GAO agreed, and in October 201 &, confinned 

that their recommendation was closed, as implemented. 

In general, the Library has taken a number of steps to address the issues. With IT centralization, 

responsibility and oversight of all IT specialists and operations across the Library was shifted to the 

CIO. With centralized governance and project management, there is now better transparency into 

IT project' and the ability to ensure that efforts are aligned and coordinated. Where possible, the 

Library has begun to leverage standardized tools and platfonns, instead of wasting resources 

supporting a wide range of technologies to do similar jobs. Better transparency into IT investments 

has allowed the consolidation of IT contracts, saving time and money. For example, 25 Oracle 

support contracts have been merged into one, reducing the cost for the Library by more than $1.8 

million dollars a year. 

The Library is continuing to find efficiencies and will be adjusting operations further as 

opportunities arise. For example, the Library currently maintains three separate IT related service 

desk contracts one each for the general Library, CRS, and the U.S. Copyright Office. As those 

contracts end, the Library will be merging those services into one joint contract. 
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4. American Folklife Center- The Library has requested an amendment to expand the American 

Folklife Center's Board from seven ex officio members to nine ex officio members. so as to 

include the Secretary of Veterans Affairs and the Director of the Institute of Museum and 

Library Services. Why does the Library want to expand the Board to include these two agency 

heads? 

ANSWER: 

The American Folklife Center (AFC) seeks language to expand the AFC Board. This amendment 

will formally recognize the importance of two federal agencies- Veterans Affairs (VA) and Institute 

of Museum and Library Services (IMLS) -- to the ongoing work and mission of the AFC and the 

Veterans History Project (VHP), a sub-unit of AFC. The amendment furthers the Library's new 

strategic plan to expand access and to optimize resources by increasing opportunities to establish 

"connector" constituencies and using available federal networks to expand and strengthen the 

Library's reach. 

Congress has expanded the AFC Board since its establishment in 1976 (Pub. L. 94-20 I, 89 Stat. 

1129, (Jan. 2, 1976)). In 1998, Congress added Librarian appointments and increased the ex officio 

appointments to more accurately reflect the relationships and organizational landscape of relevant 

institutional partners at the time. Pub. L. 105-275, Stat. 2457 (Oct. 21, 1998). The current proposal 

continues in that vein. The VHP did not exist at the time of the 1998 amendments; therefore, the 

amendment recognizes additional changes to organizational structure and partners and encourages 

more effective coordination of mutually beneficial and complementary programs and services. 

For example, VHP currently works with the V A's Voluntary Service offices to support individual 

VA Medical Centers' efforts to participate in VHP. Additionally, the VA's Memorial Affairs grant 

program provides funding for groups to research the history of deceased veterans (see link: 

https:l/news. ucr.edu/articles/20 19/03119/veterans-historyproject -receives-va-funding-through2020) and is an ideal potential collaboration. With formalized and consistent contact, VHP and the 

VA could more effectively plan and coordinate such services and activities, providing professional 

services and technical assistance to improve programs and optimize resources for veterans 

nationwide. 

IMLS is a significant supporter of museums and libraries, many of which represent important 

AFCNHP constituencies and collection priority areas, but our communication and collaboration is 

intermittent. IMLS sponsors many programs for tribal colleges, libraries and museums (as does the 

National Endowment for the Humanities and the National Endowment for the Arts) and AFC, VHP 

and the Smithsonian all have significant program and service offerings regarding collection 

expertise, oral history training and endangered language preservation. With consistent contact, AFC 

and VHP could more effectively coordinate services with lMLS and other relevant agencies to 

expand access and optimize resources for underserved constituencies. 

Formal and consistent inclusion of the VA and IMLS as part of the AFC Board confers parity of 

recognition commensurate with other federal agencies (e.g., Smithsonian, NEH and NEA) whose 

leaders currently serve on the Board. The VA is a significant partner for VHP and !MLS is a major 

federal funder of digital preservation policy and initiatives that support and affect AFC and VHP 

collection donors. Although AFC already cooperates with both the VA and IMLS, automatic 

appointment to the Board will encourage these agencies to have a greater investment as stakeholders 

in the mission of AFC and VHP. It provides a platform for more formalized and strategic 

partnership. 

5. National Library Service for the Blind and Print Disabled Update -I appreciate the significant 

time spent and thorough research conducted by the National Library Service for the Blind 

and Print Disabled <NLSl regarding ways in which to expand the patron base for this very 

valuable program. II certainly makes sense to move in the direction of wireless digital delivery 

to smart devices. such as speakers, tablets, and smart phones. 

Will NLS continue to distribute materials through the traditional methods of cartridges 

through the mail and digital downloads, even after incorporating the new wireless digital 

delivery? 

ANSWER: 

Y cs. NLS will continue to distribute materials through the now-traditional method of providing 

digital talking book (DTB) devices through the mail service, even after incorporating the new 

wireless digital delivery system. As both NLS' digital capabilities as well as patrons' use of their 

own smart devices increase exponentially in years to come, it is anticipated that fewer patrons will 
36 


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utilize the traditional digital-talking-book methodology, lowering both NLS' costs and need to keep 

a high inventory of DTB machines as well as the expenditures of the U.S. Postal Service's Free 

Matter for the Blind Program. 

Will the wireless digital deliverv to smart devices rely on the patrons themselves having smart 

devices on which to use the digital material. or will NLS be supplying smart devices to its 

patrons? 

ANSWER: 

The wireless digital delivery to smart devices will definitely rely, in part, on patrons themselves 

having smart devices on which to access the digital material. This will provide a seamless use of 

NLS services as patrons with such technology are similarly already experiencing. In addition, NLS 

will also be working to create a new DTB player, or new smart device comprising both a digital 

talking book function as well as smart device features, that can be sent to patrons requesting one. In 

whatever form this device takes, the digital component and features will only be offering and 

utilizing wireless services strictly from NLS' services in order to properly and accurately measure 

and quantify the amount of data and storage needed from digital providers. 

In order to offset the costs associated with providing reading materials to patrons of the 

National Library Service INLS\ program through a wireless digital delivery system to smart 

devices, the Library is proposing an amendment that would make the NLS program eligible 

for the same universal service "e-rate" program that is currently available to schools and local 

libraries. What are the estimated costs associated with expanding this universal service 

program? 

ANSWER: 

NLS' "Strategic Roadmap" Report completed in April2018 estimated the cost to be between $13-

46 million. Strictly looking at data usage costs utilizing NLS' 2018 user statistics, the estimated cost 

was approximately $33 million ($I 0/mo. x 12 mo. x 272,841 individuals using DTB technology = 

$32.74 million). 

However, these figures need to be contextually qualified in two very important ways. First, the ERate Program for Schools and Libraries provides a significant discount to its patrons. Assuming the 

same for NLS patrons dramatically lessens the estimated cost. 

In addition, it is important to remember the financial context of theE-Rate Program. For FY2018, 

the funding cap forE-Rate was $4.06 billion. For FY20 19, the funding cap has been raised to $4.15 

billion. This is a net increase of$89.36 million. The estimated demand for FY2018 is $2.715 billion. 

In addition, there is also an unused funds allotment of $1.2 billion from the previous year. Thus, 

$33 million represents a mere 0.81% ofthe annual cap for FY2018, 2.4% of the "leftover" (funding 

cap - estimated demand) for FY20 I 8, 1.29% of the total "leftover" ( (funding cap estimated 

demand)+ unused funds allotment)) in FY2018, and 0.79% of the annual cap for FY2019. 

Finally, NLS is currently working to ascertain as much additional data as possible regarding its 

patrons' use of digital services. NLS has two separate but complementary consultant based studies 

underway to measure how many of its patrons use digital devices, how much data those patrons and 

devices use, and how much that data costs. NLS will complete these studies this calendar year and 

incorporate those findings into its E-Rate analysis. 

Wbat, if any, feedback has NLS received from telecommunications carriers about potentially 

expanding this program, for which the telecommunications carriers provide funding? 

ANSWER: 

The Library first wanted to provide its congressional oversight commitrees the opportunity to 

comment on this proposal before engaging external industry stakeholders. Once feedback is 

received from the congressional oversight committees, the Library will begin consulting with 

stakeholders to the Universal Service Fund E-Rate Program, including the telecommunications 

carriers, the Federal Communications Commission, the Universal Service Administrative 

Company, and the Wireline Competition Bureau. 
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6. Uniform Pay Scale for Career Senior Executive Positions- If the prooosed legislative changes 

for creating a uniform nay scale for career senior service oositions at the Library are 

approved, specifically for the Deputy Librarian of Congress, the Director of the Congressional 

Research Service. the Register of Copyrights, the Director of the American Folklife Center. 

and the Deputy Director ofthe Congressional Research Service, bow will these changes impact 

the salaries budget at the Library? 

Have sufficient resources been requested by the Library for FY202(), in anticipation of the 

potential adoption ofthese prooosed changes? 

ANSWER: 

If approved by Congress, the Library's proposal to create a uniform pay scale for senior service 

positions is not expected to have a significant impact on the agency's salary budget. We expect 

additional salary costs to be very limited and anticipate there will be sufficient resources to pay for 

this proposal within the funds requested in the FY2020 budget 

7. Representation and Reception Funds - I understand that the Office of the Librarian has 

previously used the Library's gift funds for representation and reception expenses when 

welcoming visitors and delegations to the Library. This year. the Library is requesting 

authority and additional funding for an official representation and reception expense account 

for the Librarian. 

On average. bow much has the Office of the Librarian typically expended each fiscal year in 

welcoming visitors to the Library? 

ANSWER: 

Based on the last three years, the average annual Representation and Reception funding obligated 

by the Office of the Librarian was approximately $21 ,200 on events that involved Librarian 

representation activities. Currently these events are paid for by nonappropriated gifts and trust 

funds. 

8. Copyright Royalty Judges- I understand that since 2004, there has been a significant increase 

in volume and complexity of the rate and distribution proceedings handled by the Copyright 

Royalty Judges (CRJ). Since the statute establishing the CRJ program capped the number of 

support staff at three, it has become increasingly difficult for the CRJ program to manage its 

workload. As such, the Library is requesting a legislative language change to the statute that 

would delete the cap on supoort staff. allowing the Library to hire the three additional staff 

the Chief CRJ has identified as being necessary to fulfill the duties of the program. 

Does the Library's FY2020 budget request take into account the salaries funding necessary to 

pay the additional staff necessary for the CRJ program. if this legislative language request is 

approved? 

ANSWER: 

The Library estimates an annual salary cost of approximately $350,000- $400,000 to support this 

proposal for three additional full time equivalents (FTE) in the CRJ program. The Library's current 

FY2020 budget submission does not request the necessary funding to support this proposaL As such, 

the Library will need to submit a request in FY2021 to fund these positions or work with 

appropriators to include funding for them in the FY2020 appropriations bill. 

9. Copyright Office Funding Flexibility- The Copyright Office is seeking funding flexibility that 

would allow the Office to continue to operate during a lapse in appropriations, otherwise 

known as a government shutdown. by continuing to operate using its fee balances. Since the 

fees collected by the Copyright Office by statute remain available until expended, and other 

government agencies with such a fee structure already have the authority to operate using fee 

balances during a lapse in appropriations. this seems like a reasonable request. 
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Has the Library been able to quantify tbe negative impacts to the public and the economy 

during government shutdowns that have impacted the Library over the last Z5 years? 

ANSWER: 

We have not quantified specific individual negative impacts to the public and to the economy 

resulting from a shutdown of the Copyright Office due to the lapse in appropriations; however, it is 

unquestionable that customers seeking to protect their intellectual property rights through 

registration or other Office services could face significant issues as a result of the loss of access to 

Copyright Office services and delays. The Copyright Office has worked to provide relief wherever 

possible. 

First, the Copyright Office has established contingency plans in the event of a lapse of 

appropriations or other shutdown of services. The Copyright Office and the Office of the Chief 

Information Officer (0Cl0) have agreed to make the public facing registration system (eCo) 

available for copyright applicants to submit their claims for registration during a lapse in 

appropriations (although administrative back end functions, systems, and staff would not be 

available to process those submissions, and OClO itself would have only a limited staff to address 

technical issues). Submitted applications would remain in queue in the eCosystem until processed 

once normal operations are resumed. 

Second, the Register has promulgated regulations that address the effect of any disruption or 

suspension of any Copyright Office electronic system on the Office's receipt of applications, fees, 

deposits, or other materials, assigning a constructive date of receipt for materials received 

electronically during any shutdown. This regulatory amendment built upon existing regulations 

implementing section 709 of Title 1 8, which pertains to a general disruption of postal or other 

services. See 31 C.F.R. 201.8. 

Ultimately, a change in legislative language will be required to enable the Copyright Office to 

continue to operate during a government shutdown. Under 17 U.S.C. 708(d)(l), copyright fees 

remain available until expended; however, those fees are unavailable for expenditure absent an 

appropriation. To address the impact of government shutdowns on the public and the economy, the 

Copyright Office has proposed a legislative language change to allow for use of its fee receipts up 

to the expenditure level authorized in the prior year's appropriations act. Although the provision 

would allow operations to continue only to the extent the Copyright Office has sufficient fees 

available to fund those operations, the provision would enhance the Office's ability to maintain 

customer service and safeguard copyright owners' rights through continual registration of protected 

works, processing of royalty payments, and ongoing access to copyright records and resources. 
39 


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Senator Amy Klobuchar 

I. Marrakech Treaty - One bipartisan achievement from last year was the passage of the 

implementing legislation for the Marrakech Treaty. This treaty complements the work 

already underway at NLS to expand the base of patrons it serves. Combined. these efforts 

could double the number of patrons served by NLS in less than 10 years. 

How is the Library preparing for this potentially large infusion of NLS users? 

ANSWER: 

The Library and NLS are taking a number of important steps to prepare for this potentially large 

infusion ofNLS users. First, NLS is actively working to be prepared for the May 8"' launch date for 

full Marrakesh Treaty compliance by the United States. 

The Marrakesh Treaty Implementation Act was passed and signed into law last year thereby 

updating the Chafee Amendment to conform it to the Treaty. Nevertheless, as the United States' 

national congressionally-mandated service to blind and visually impaired Americans, NLS' 

underlying statute needs to be updated as well in order to allow NLS to meet the Marrakesh standard 

of international exchange. This opportunity will also allow NLS to incorporate Marrakesh 

definitional terminology to its statute and update its name with a more modem and accurate service 

title. This legislative proposal is currently before the Library's oversight committees, and the 

Library and NLS look forward to continuing to work with Congress to pass this important 

legislation. 

In addition to this legislative proposal, NLS is also working internally, with its network libraries, 

and with its international partners, to anticipate and be prepared for the implementation and future 

necessary collaboration to make the Marrakesh Treaty a success. These discussions are continuous 

and ongoing as NLS deliberates and plans for the increased international exchanges and increased 

exposure to and demand for NLS services and inventory. 

Secondly, NLS continues to implement and plan its future-state modernization. This has been and 

will continue to be a multi-year effort. Building from a 2015 GAO Study, a 2018 internal consultantbased study. congressional interest, and the continued developments of modem technology, NLS 

has devised a multi-year modernization effort to transition from a talking book-based program 

delivered via the U.S. Postal Service to a primarily digitally-based future state based in the cloud. 

This modernization has several components. It involves integrating Braille eReaders (refrcshable 

Braille displays) into NLS' menu of services. It involves modernization of its Braille and Audio 

Reading Download (BARD) so that it is no longer constrained by its dated infrastructure and 

technical deficiencies. This is central to NLS being able to serve its expanded patron base as BARD 

is increasingly the way in which users access NLS' inventory. Finally, it involves measuring and 

understanding the digital and data needs ofNLS users and providing a means to deliver that digital 

data to NLS users on a cost-efficient basis. NLS is doing this by conducting multiple separate 

consultant-based studies this calendar year to measure the digital needs and costs of NLS patrons. 

It also involves NLS asking to be incorporated into the E-Rate Program for Schools and Libraries 

given the mission Congress established in 1931 when it created NLS is identical to the one Congress 

created in 1934 when it created the Federal Communications Commission and in 1996 when it 

created the E-Rate Program, namely, to provide knowledge and information to those Americans 

least able to access them. 

Thus, as NLS finalizes its Braille eReader technology, updates its statute, begins international 

exchanges, modernizes BARD, strives to integrate into E-Rate, and develops the next generation 

digital talking book, it will stand ready and equipped, and excited, to meet this increased infusion 

ofNLS users. 

2. Strategic Plans - Over the years, the Library has not been effective in its strategic planning. 

Among Dr. Hayden's first initiatives as Librarian was djrecting the Office of Strategic 

Planning and Performance Management to develop a Library-wide strategic plan which 

would be supported by aligned service unit plans. The Library's Inspector General !!Gl has 

also identified a number of suggestions that would further strengthen the Library's strategic 

planning and performance management. 
40 


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How have bas the Library worked to incorporate the recommendations of the Library's IG 

into the new strategic plan? 

ANSWER: 

The Inspector General's guidance was put forward in its July 2018 report Continued, Persistent 

Focus Needed to Strengthen the Library's Strategic Planning and Peiformance Management. 

We were pleased that the !G acknowledged the significant progress that the Library has made in our 

approach to planning and performance management, and in finding that we are on the right path 

forward with our approach to building to a mature, data-driven and impactful planning and 

performance management system. 

The new Strategic Plan aligns with the !G's guidance on the need to improve the Library's focus on 

its users, as evident with the articulated User-Centered direction forward, and strategic goals of 

Expanding Access, to make our unique collections, experts, and services available when, where, and 

how users need them; and Enhancing Services, creating valuable experiences for every user to foster 

lifelong connections to the Library. The strategic goal to Measure Impact - using data to measure 

our impact on the world around us and share a powerful story- also reflects the IG's guidance to 

develop data collection and assessment capabilities. 

Of note, the Strategic Plan is our foundation for an overall planning and performance management 

framework. With the launch of the accompanying Service Unit Directional Plans, we are in line 

with guidance on ensuring planning identifies the priorities and initiatives that will drive to 

achieving our strategic goals. In addition, the Directional Plans are a critical aspect of working to 

develop a planning and performance culture within the Library. 

We agree with the IG that it will take years along a carefully planned trajectory to build a mature 

framework, and the Strategic Plan represents a critical milestone in that trajectory. 

Can you provjde a progress update for the creation of service unit plans? 

ANSWER: 

I am pleased to report that Service Unit plans, as well as plans for our new Centers, are now approved 

and guiding the work across the agency. 

These internal management plans capture immediate and longer-term priorities in service to the both 

Library's Strategic Plan and each unit's unique mission. Directional Plans are defined to be living 

documents, with the expectation that timefrarnes and priorities will shift over the five year horizon. 

Regardless, these plans provide important insight into the priority work and desired impact of each 

Service Unit, while allowing Library leadership to consider opportunities to be more collaborative 

in future endeavors, with the objective of providing greater value to our many users. 

3. Youth Center- Dr. Hayden's bas stated that one of her top goals as Librarian is to expand 

users' access to the Library both onsite and online. As part of this effort, Congress has 

committed to providing $40 million jn appropriated funds to be matched by $20 million in 

private funds raised by the Library. Dr. Hayden's testimony notes that the Library has 

received verbal commitments totaling $II million. 

Can you provide an update on the Library's work with a capital campaign contractor and 

whether you anticipate encountering any issues raising the entirety of the private funds? 

ANSWER: 

The Library of Congress has engaged the firm of Marts&Lundy to prepare a fundraising plan for 

the proposed Visitor Experience Master Plan. Marts&Lundy has begun their initial work of 

developing a case statement and conducting a feasibility study. In their early meetings with the 

Library's Development Office, Marts&Lundy has indicated that they anticipate that the Library will 

be able to secure the additional private funds needed to match the commitment made by Congress. 

4. Storage· In the !G's semiannual reoort to Congress, storaee is listed among the Library's top 

management challenges. The Library receives some 15,000 items each day and adds 

approximately 12,000 items daily to the collections. In other words, the Library is acquiring 

materials faster than they can be processed. made accessible. and stored. 
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What challenges does the Library face when it comes to ensuring that the rate of acquisitions 

is consistent with its existing abilitv to catalog and store items? 

ANSWER: 

The daily averages show the total number of items received through several different acquisition 

methods and the total number of those items that are eventually added to the collections. The 

3,000 items difference is comprised of materials that are never added to the collections. A 

substantial percentage of received items arrive unsolicited by the Library, primarily as copyright 

registration deposits and as gifts. Staff apply the Library's collecting policies to these incoming 

materials and are determining that 3,000 items each working day are not in scope for the Library's 

collections. So, they are not added to the collections. Instead, many such items are then made 

available for the Library's Duplicate Materials Exchange Program and the Surplus Books 

Program. 

The Library regularly evaluates selection and retention criteria, focusing on user needs and staying 

aware of Library processing and storage resources. Decisions of what to collect and the level of 

intensity are guided by the Library's more than 70 Collections Policy Statements and 

Supplementary Guidelines documents (available at http://www.loc.govlacgldevpollcpsstate.html). 

Despite the universal breadth of our collections, the Library collects selectively based on these 

policies. 

As researchers, staff, and the materials themselves are challenged when collection items are 

uncatalogued or inappropriately stored, the Library is focused on reducing the number of items in 

those states. The Library does not have an cataloging arrearage of book material, though a level of 

work on hand is maintained to ensure complete and efficient employment of our highly trained 

cataloging staff while moving items through processing in a defined period of time. The Library's 

physical storage facilities are overcrowded but currently sufficient to receive its collections. While 

it lacks preservation quality storage space to best house its growing collections for the long term 

(due to a decade-long gap in the construction of Fort Meade Modules), recently constructed 

Module 5 and under-construction Module 6 have and will closely the storage gap considerably. 

Reduced staff levels, limited-time market availability oflarge, valuable, and sought-after 

collections, and fulfillment of donor agreements can have a direct effect on the growth of the 

special collection arrearage. Funding received in FY 19 for a Focused Special Formats Collections 

Arrearage Reduction New and Expanded Program Request (NEPR) provides significant new staff 

and contract support to reduce the current 27.3 million item arrearage by about 750,000 items per 

year. In their practices and mitigation plans, divisions have paid attention to both increasing their 

processing rates and being increasing selective about the number and portions of collections 

brought into the Library. 

Regarding tbe special collections arrearage- priority for processing is based on an evaluation of 

the collection's anticipated use, value, and processing cost. We are aware of high-priority subject 

areas based upon regular consultations with the Congressional Research Service and monitoring of 

trends in researchers' use of the Library's collections and services. Through these efforts, the 

Library continues to place highest priority on processing and making accessible those collection 

materials of most immediate interest to Members of Congress and our general researchers. 

Mitigation plans by written and implemented divisions offer additional ideas to make special 

collections acquisition and processing more targeted and efficient. 

Are there programmatic changes that are being considered to ensure that all collections 

purchased by the Library are properly and timely cataloged and safely stored or exhibited? 

If so, please describe those changes, 

ANSWER: 

Regarding the special collections arrearage, priority for processing is based on an evaluation of the 

collection's anticipated use, value, and processing cost. We are aware of high-priority subject area' 

based upon regular consultations with the Congressional Research Service and monitoring of trends 

in researchers' use of tbe Library's collections and services. Through tbese efforts, the Library 

continues to place highest priority on processing and making accessible those collection materials 

of most immediate interest to Members of Congress and our general researchers. Mitigation plans 

by written and implemented divisions offer additional ideas to make special collections acquisition 

and processing more targeted and efficient. 
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5. Financial Management - Financial managed has now been listed as a too management 

challenge for the Library. In the IG's semiannual report to Congress. he states that the 

Library must take " ... immediate action to make improvements in order to maintain a !clean! 

financial statement audit opinion." And that " ... further deterioration of the Library's 

financial reporting internal controls will increase the possibility for a material misstatement 

ofthe Library's financial statements and may jeooardize its twenty-two year history of !clean! 

audit opinions." The report notes the retirement of experienced staff from the Office of Chief 

Financial Officer as a contributing factor to the Library's deteriorating ability to process, 

record. and manage its reporting of financial data. 

Are there corrective actions that the Library is taking to resolve the financial data issue? If so. 

please describe what those actions entail. 

ANSWER: 

Corrective action plans have been prepared, and it is an ongoing effort to address the audit 

findings. As our financial reporting services have grown and are used across several Legislative 

Branch agencies, it is imperative that we address these findings as quickly as possible to keep our 

unmodified (clean) audit opinion. We have collaborated with other service units to identifY and 

implement solutions, developed standard operating procedures that cross service units, developed 

new reports, increased oversight of financial data and modified integrations. Continued work 

needs to be done in addressing these issues, and the Financial Services Directorate (FSD), 

formerly named the Office of the Chief Financial Officer, is proactively strengthening internal 

controls to mitigate audit issues in the future. 

FSD has formulated plans and taken action to modernize and optimize operational efficiencies by: 

• 

• 

• 

Strengthening the FSD staff capacity to reconstitute corporate knowledge and experience that 

has been lost to retirement and attrition. 

Develop a robust data analytics capability and transition the work skills from transactional to 

analytical where appropriate. 

Optimize and update the FSD's vital policies, procedures, and business processes . 

Optimize and upgrade Library financial systems and tools to allow for real-time reporting. 

Strengthen risk management, internal controls, and compliance in order to provide guidance • 

oversight and service to the Library service units and other Legislative Branch Cross Servicing 

Agencies. 

In addition, FSD has: 

• 

• 

• 

• 

Hired with existing resources several new staff members to replace retirees with focused plans 

in the short to intermediate future to hire additional staff to fill gaps in skillsets and allow staff 

the bandwidth to backup key processes. 

Collaborated with the Human Resources Directorate on a staff competency assessment survey 

to identifY gaps in skillsets; 

Developed plans and with some early implementation to modernize, interface and consolidate 

financial systems. 

Implemented an automated travel management system, which streamlines the travel 

authorization, vouchering and payment process. 

Begun to evaluate data warehouse technologies and business intelligence reporting 

systems to upgrade or replace the current shared reporting system . 

Contracted to provide assessments ofthe reports used and mapping to external reports. 

Interfaced the financial system to several Treasury systems to increase the efficiency and 

accuracy of the data, which begins to operationalize the goal of becoming less transactional 

based and more analytic . 

Completed several studies on financial management processes to assess and obtain 

recommendations for improvements but more studies and resources are required and arc 

waiting for funding. 
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Scheduled a business process-reengineering project, beginning in FY2019, that includes 

standardizing processes and documentation across Legislative Branch Cross Servicing 

Agencies. The funding for this project recurs through 2023. Acquisition, vendor, and purchase 

card processes will be reviewed in fiscal 2020 for standardization across the agencies served. 

Submitted a high-priority fiscal 2020 budget request to further the modernization and 

optimization plans mentioned above, including l 0 FTE to enable the reconstitution of 

workforce skills and experience, increased funds for training, funds to optimize reporting tool 

performance and modernize business processes and funds to perform required studies for 

abstract financial operational challenges. 

Are there "knowledge management" programs being considered to ensure the successful 

continuity of orograms and operations after the departure of key staff? 

FSD is engaging in knowledge management in several ways. This includes collaborating with 

OCIO to identify technology that would facilitate a collaborative workflow system that can be 

used across the Library service units, as well as with our cross servicing agencies; identifying 

opportunities to train and cross train staff; and identifying policies and procedures that require 

updating. 

6. U.S. Copyright Office - Dr. Hayden, the Librarv of Congress and the U.S, Copyright Office 

have been working with publishers of daily newspapers from all across the country on 

solutions to the problems created by the phasing out of microfilm. Over the years, both sides 

have worked in good faith to find solutions to these problems, but I am increasingly concerned 

about the notential impact on library patrons as time passes without fixes to these issues. 

The Copyright Office issued a rule in early-2018 regarding the group registration of 

newspapers, allowing news publishers to submit their registration denosits electronically. 

Although the final rule was developed in consultation with the newspapers, the final rule did 

not allow news publishers to submit these deoosit copies via an FfP upload option. Without 

implementation of an automated batch submission method. it will be all the more difficult to 

achieve the efficiencies and benefits originally identified with electronic submission of 

registration deposits. Will the Copyright Office resolve this issue during the modernization 

effort so that the full benefits of group registration may be achieved. and what timeline can 

we expect for full resolution of this matter? 

Publishers are also appreciative of the Library's work to develop a template "special relief 

agreement" to address their concerns regarding mandatory deposit requirements. I 

understand drafts of the agreement have been discussed, but I think it would be in the best 

interests of the Library, Copyright Office and the newspaper publishers to finalize the 

agreement as quickly as possible. What are the remaining barriers to completing this special 

relief solution? 

ANSWER: 

The question above references a collaborative undertaking between the Library and the News Media 

Alliance (NMA) to explore technical aspects associated with allowing newspapers to submit digital 

files of their newspapers, or "ePrints," to the Library as part of group registration. At the time ofthe 

pilot, copyright regulations obligated newspaper publishers to submit microfilm to satisfy the 

existing group registration of newspaper deposit requirements. The pilot was limited in scope in that 

it deliberately excluded regulatory changes from consideration and only investigated the feasibility 

and desirability of certain technical characteristics associated with digital deposits. The pilot made 

several recommendations regarding technical files specifications, which helped inform 

specifications prescribed in the Copyright's final rule and a circular on Group Registration of 

Newspaper ePrints. The pilot did not result in a recommendation regarding the method of file 

transfer. 

Since March 2018, newspaper ePrints have been accepted for copyright group registration through 

the existing Copyright online registration system. Under the current registration system, ePrints or 

bundles of ePrints must be uploaded as stand-alone files. The SFTP transfer process used during the 

technical assessment pilot is incompatible with the Copyright Office's existing process due to the 

technical limitations of the current system (eCO). 
44 

Æ 


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While a new modernized system is being developed, the current eCO system is not being modified 

further to focus USCO's limited resources on the planning and development of the modernized 

Enterprise Copyright System (ECS). As the Office begins the process of modernizing the 

Registration system and the ECS as a whole, it will assess issues related to the upload of electronic 

deposits, including limitations on newspaper batch submission capabilities to address the concerns 

raised by newspaper publishers. 

The Library and the Copyright Office appreciate the ongoing support of the News Media Alliance 

(NMA) and the publishers as the finishing touches are made to the template special relief agreement 

for mandatory deposit At the same time, the Library is readying the technical infrastructure for an 

influx of electronic deposits. In the coming weeks, the Library and Copyright are interested in 

testing the mandatory deposit technical infrastructure with a small number of publishers prior to 

launch.