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52–316 2009

LIBRARY OF CONGRESS IT STRATEGIC PLANNING 

HEARING 

BEFORE THE

COMMITTEE ON HOUSE 

ADMINISTRATION 

HOUSE OF REPRESENTATIVES 

ONE HUNDRED ELEVENTH CONGRESS 

FIRST SESSION 

HELD IN WASHINGTON, DC, APRIL 29, 2009 

Printed for the use of the Committee on House Administration 

( 

Available on the Internet: 

http://www.gpoaccess.gov/congress/house/administration/index.html 

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(II) 

COMMITTEE ON HOUSE ADMINISTRATION 

ROBERT A. BRADY, Pennsylvania, Chairman 

Zoe Lofgren, California 

Vice-Chairwoman 

Michael E. Capuano, Massachusetts 

Charles A. Gonzalez, Texas 

Susan A. Davis, California 

Artur Davis, Alabama 

Daniel E. Lungren, California 

Ranking Minority Member 

Kevin McCarthy, California 

Gregg Harper, Mississippi 

S. ELIZABETH BIRNBAUM, Staff Director 

VICTOR ARNOLD-BIK, Minority Staff Director 

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(1) 

LIBRARY OF CONGRESS IT STRATEGIC 

PLANNING 

WEDNESDAY, APRIL 29, 2009 

HOUSE OF REPRESENTATIVES, COMMITTEE ON HOUSE ADMINISTRATION, Washington, DC. 

The committee met, pursuant to call, at 11:08 a.m., in Room 

1310, Longworth House Office Building, Hon. Robert A. Brady 

(chairman of the committee) presiding. 

Present: Representatives Brady, Lofgren, Gonzalez, Lungren, and 

Harper. 

Staff Present: Liz Birnbaum, Staff Director; Jamie Fleet, Deputy 

Staff Director; Khalil Abboud, Professional Staff; Michael Harrison, 

Professional Staff; Matt Pinkus, Professional Staff/Parliamentarian; Kyle Anderson, Press Director; Kristin McCowan, Chief 

Legislative Clerk; Victor Arnold-Bik, Minority Staff Director; Katie 

Ryan, Minority Professional Staff; and Karin Moore, Minority Legislative Counsel. 

The CHAIRMAN. I would like to call the Committee on House Administration to order. 

Good morning, everyone. We are convening here this morning to 

continue our oversight of the Library of Congress. Today we will 

focus on the Library of Congress management of information technology and strategic planning. As we continue to operate an increasingly digital world, we must learn to adapt to the environment 

around us. Information technology must consistently evolve, often 

at a remarkable pace. 

The Library of Congress faces particular challenges due to the 

large amount of information the Library stores and manages. Meeting these challenges is no small task. Ten years ago, the Library 

of Congress commissioned the National Research Council to study 

their IT strategic planning. In 2000, as a result of the study, the 

LC21 report provided many recommendations for the Library to 

make their IT systems more efficient. While the Library has implemented some of the LC21 recommendations, some areas still need 

to be addressed. 

The Library’s inspector general recently released a report on IT 

strategic planning at the Library. While the inspector general’s 

findings were generally favorable, he also found room for improvement. The Library’s IT system must be coordinated with the strategic plan, as recommended in the LC21 report, and the Library’s 

chief information officer must take responsibility for overseeing the 

Library’s IT functions in addition to participating in broader program planning. 

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With each day, information technology occupies a larger role in 

our work environment. Every year, the Library of Congress undertakes ambitious efforts to continue its mission of spreading knowledge. And while the ever-present tool of technology has allowed the 

Library to further this mission, we must ensure that the tool is 

used in the most efficient way. We look forward to the testimony 

from witnesses on these issues. 

I would now like to recognize Mr. Harper, in place of Mr. Lungren, for an opening statement. 

Mr. HARPER. Thank you, Mr. Chairman. 

I would like to thank Chairman Brady for calling today’s hearing. 

The Library of Congress is not only the world’s largest library, 

charged with gathering and preserving an unsurpassed universal 

collection of documents, but also a global leader in digital initiatives to bring educational and historical resources to the fingertips 

of students and scholars around the globe. 

Since the National Research Council’s 2000 report which assessed and outlined a digital strategy for the Library, we have seen 

the Library take major strides in technological advancement, including the migration from mainframe systems, standardization 

network infrastructure, the build-out of an alternate computing facility, and the establishment of international partnerships to develop digital collections. 

While such improvements have been made to the Library’s IT infrastructure over the past decade, a recent review by A-Tech Systems on behalf of the Library’s inspector general identified additional steps necessary to ensure that the Library has the technological and operational wherewithal to meet the ever-growing digital demands of the 21st century. 

According to the review, the IT strategic plan is currently misaligned with the Library’s overarching mission, rendering 

digitization efforts inconsistent without clear direction. With digital 

initiatives and programs so vital to the Library’s core mission, Library IT operations need to migrate to a more cohesive, centralized 

design without paralyzing the autonomy of the Library’s various 

programs. The A-Tech report also indicates that a more comprehensive IT strategy would reduce duplicative IT costs of overlapping 

support systems. 

Another area of concern highlighted by the review is the lack of 

IT security policies and enforcement. The valuable services provided by the Library’s legislative information and research services 

are essential to the House’s legislative business and are the window through which the American people view the actions of the 

Congress. Therefore, it is imperative that the Library’s information 

security group has the policy tools and authority needed to ensure 

that systems integrity and security is maintained. 

Although the IG’s recent review highlights some of the Library’s 

IT weaknesses, I would like to reiterate how valued the Library’s 

services are, both here in Washington and across the globe. The 

core mission of the Library hasn’t changed, but to achieve its mission the Library must adapt to today’s ever-changing technological 

demands and challenges. 

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There is no question that, under the direction of Dr. Billington, 

the Library has made progress in its technological evolution and 

has often been at the forefront of digital access to information in 

the Internet age. I think I speak for all of my colleagues here when 

I offer our support to ensure that the Library has the adequate infrastructure to meet its 21st-century mission requirements. 

With that, I would like to thank each of our witnesses for joining 

us today to discuss the current and future state of the Library’s 

technological infrastructure. And I look forward to your testimony. 

The CHAIRMAN. Thank you, Mr. Harper. 

I also am being monitored here today by a few people that, if not 

anything, I want to make sure that they get in the Congressional 

Record: my wife, Debra; my granddaughter, Serena; and my granddaughter, Alexandra. 

They don’t believe that we do any work, and I tell them how 

hard we work, so they had to come down and see it for themselves. 

And I thank you for your interest, and I know I have to buy 

lunch and I have to buy dinner. 

So, with that, Ms. Lofgren, anything? 

Ms. LOFGREN. I will reserve until after the testimony. 

The CHAIRMAN. Mr. Gonzalez. 

Mr. GONZALEZ. Waive. 

The CHAIRMAN. Right now we welcome you, Ms. Laura Campbell, 

the chief information officer, Library of Congress; accompanied by 

Dr. James Billington, the Librarian of Congress; and Jo Ann Jenkins, chief operating officer, Library of Congress; and Karl 

Schornagel, the inspector general for the Library of Congress. 

And I guess we will start with Mr. Schornagel. 

STATEMENTS OF KARL SCHORNAGEL, INSPECTOR GENERAL, 

LIBRARY OF CONGRESS; DR. JAMES BILLINGTON, LIBRARIAN OF CONGRESS, LIBRARY OF CONGRESS, ACCOMPANIED 

BY LAURA CAMPBELL, CHIEF INFORMATION OFFICER, LIBRARY OF CONGRESS, AND JO ANN JENKINS, CHIEF OPERATING OFFICER, LIBRARY OF CONGRESS 

STATEMENT OF KARL SCHORNAGEL 

Mr. SCHORNAGEL. Chairman Brady, Mr. Lungren, and members 

of the committee, thank you for inviting me to speak today. 

Although the Library has made substantial strides in information technology in recent years, more work needs to be done. 

First, the Library’s strategic planning process is not inclusive. Including staff at all levels of the formulation of a strategic plan and 

holding them accountable for results is a best practice and is 

shown to help execute the organization’s mission. 

Further, although individual Library components are required to 

participate in the AP3 planning process, they are not required to 

prepare a strategic plan. We also found that the Library’s IT strategic plan does not align well with the Library’s overall strategic 

plan. While the IT plan focuses on service functions and technical 

support, the Library focuses on higher-level IT concepts. And there 

seems to be no direct linkage between the two plans. 

One of the consequences of unclear guidance in the IT strategic 

plan is divided Library components. This has created divergent 

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paths for digitization strategies and projects. For example, while 

OSI concentrates more on digitizing materials for education, Library Services is trying to digitize more public domain material. Although these two avenues are certainly not mutually exclusive, 

they are not coordinated so as to maximize the Library’s 

digitization dollars and result in fragmented digital offerings. 

Second, IT investments are not linked to the strategic plan, resulting in the duplication of efforts and acquisitions. There is no 

consistent cost-benefit analysis of alternatives, and it is difficult to 

track total IT costs. 

There needs to be a planning and investment process where 

spending decisions are aligned with mission goals. This process 

needs to be driven by the priorities derived from the strategic plan. 

Cost-benefit analyses are needed to determine whether to buy or 

build IT systems and to evaluate alternative technologies. As an 

example, an in-house system developed at significant cost for the 

Library’s new audio-visual center had to be replaced shortly after 

implementation with an off-the-shelf system because it did not 

meet the Library’s needs. A well-developed planning process may 

have prevented this scenario. 

The lack of transparency in tracking IT costs has resulted in duplication of help desk support. For example, although the IT help 

desk is, or should be, the domain of ITS, there are, in fact, 131 additional employees sprinkled throughout the Library engaged in IT 

support, at an annual cost of over $12 million. Granted, some of 

these may be specialists in particular systems, but many also perform traditional help desk functions. There is no need to duplicate 

these infrastructures throughout the Library. 

Third, the organizational structure of ITS does not foster strategic planning and good IT governance, partly because, unlike most 

other organizations, the CIO at the Library combines both 

infrastructural support and major Library program functions. The 

CIO is ordinarily the head of the IT function and reports directly 

to the top. At the Library, the actual head of the IT function, the 

director of ITS, reports to the CIO, who then reports to the Librarian. As a consequence, the CIO is largely perceived as a CIO in 

name only due to her focus on the programmatic areas. The CIO 

has a track record of highly successful implementations, but organizational structure should be based on function and purpose, not 

on individuals. 

Also, the CIO is not endowed with the authority to make Library-wide decisions on IT governance. Other Library components 

make their own IT investment and acquisition decisions. The CIO 

has only limited authority to enforce Library-wide IT policy. A CIO 

cannot properly lead an IT organization without full authority for 

policy affecting IT issues, such as IT security and enterprise architecture. 

Fourth, the Library is just now developing an enterprise architecture, or EA, program. An EA framework provides a high-level 

picture of as-is and future systems and business processes to provide a framework for making sound IT investment decisions. The 

Library is now embarking on an EA program but nonetheless lags 

significantly behind most organizations. Without an EA program, it 

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is difficult for the Library to adopt a global view, thus continuing 

the current fragmented condition of IT investment decisions. 

And, finally, there are significant customer service problems, partially because the Library does not use quality-assurance mechanisms, such as service-level agreements and performance metrics. 

Customers have created their own IT support organizations because their needs are not being met. Part of the problem is that 

ITS neither defines service expectations nor provides a yardstick 

for measuring quality. Customers work around ITS, and some good 

intentions are thwarted, such as the attempt to deploy network 

printer/copier/scanners. After 5 years, the Library will have paid 

$5.7 million for multifunction machines it uses only as basic copiers 

instead of making full use of their capabilities. 

The Library spends hundreds of millions of dollars on IT, and 

collectively we are confident that our recommendations will improve the economy, efficiency, and effectiveness of the Library’s IT 

function. 

Thank you. 

[The statement of Mr. Schornagel follows:] 

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The CHAIRMAN. Thank you. 

We, unfortunately, live by bells, and now this year we are living 

by buzzers, and the buzzer is going off. We have a vote on; we have 

three votes. And rather than hearing all the testimony and break 

it up, we will have to break it up sooner or later, so we might as 

well do it now. And we will be back hopefully in about 45 minutes. 

So we do apologize, but we have to run across and do our legislative business. And we will stand adjourned until about 12 o’clock. 

Ms. LOFGREN. Mr. Chairman. 

The CHAIRMAN. Yes? 

Ms. LOFGREN. I have to chair a meeting at noon, so I will not 

be able to return. I am wondering if I could submit for the record 

the questions I have about the Law Library that were identified in 

the IG’s report and ask for a written response to these questions 

from the Library. 

The CHAIRMAN. Yes, without objection. 

Ms. LOFGREN. Thank you. 

[The information follows:] 

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The CHAIRMAN. Thank you. 

And we will stand adjourned until around 12 o’clock. 

[Recess.] 

The CHAIRMAN. I would like to resume the Committee on House 

Administration hearing. And I apologize again, but we do live by 

those bells and buzzers, and we got back as quickly as we can. 

We heard from Mr. Schornagel. Mr. Billington, do you have a 

statement? I recognize you. 

STATEMENT OF JAMES BILLINGTON 

Mr. BILLINGTON. Thank you, Chairman Brady and members of 

the committee. I am very glad to be here with all of you to comment briefly on the occasion of the committee’s first hearing on Library issues in the 111th Congress. I appreciate the opportunity 

specifically to talk about the role of information technology in supporting the Library’s mission and its current future needs to serve 

Congress and the American public. 

I am joined by Laura Campbell, the Library’s associate librarian 

for strategic initiatives and chief information officer, and Jo Ann 

Jenkins, our chief operating officer. She will shortly be providing 

you specific commentary on the Library’s response to the recent 

outside review and report by the inspector general that is the subject of today’s hearing. 

The Library has already produced impressive results in the 

course of addressing the frontier challenges of the information revolution. We have, in effect, superimposed new digital processes and 

services on top of our continuing traditional functions. We have undertaken an unprecedented range and volume of innovative services for Congress and the American people. Let me just mention a 

few of the Library’s leading-edge efforts that we have launched in 

our various divisions, bearing in mind that all of this has been accomplished with 1,000 less FTEs than we had in our peak pre-digital year of 1992. 

American Memory is the heart of our national digital library. 

Primary documents of American history and culture are online, 

archived, and freely available, with more than 15.3 million important primary-source documents available, with clear territorial explanation and proven value in classrooms, libraries, and homes 

throughout America. 

Public spaces of the Jefferson Building we have transformed into 

an interactive learning center, providing digital enhancement to 

the great original documents of the American experience. The National Digital Information Infrastructure and Preservation Program 

was developed under the Library’s leadership, under instructions 

from the Congress. It is a national network of partners to save atrisk content that exists only in highly impermanent digital form, 

material that if we do not save will be likely lost forever. This program has so far preserved 300 terabytes of stored digital information, which is the equivalent of 300 million volumes in analog form. 

Last week, we launched a path-breaking World Digital Library 

with material from all 192 countries of UNESCO that attracted 20 

million page views in its first 4 days. The National Digital Newspaper Program, which is a joint project of the Library and the Najbell on DSKDVH8Z91PROD with HEARING

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tional Endowment for Humanities, will soon put online its 1 millionth newspaper page. 

The Copyright Office has developed an online system for copyright registration, and more than half of registrations are already 

being submitted electronically. The National Library of Service for 

the Blind and Physically Handicapped is in full-scheduled transition to new digital machines and flashcards to serve 800,000 Americans. 

Since the mid-1990s, we have provided Congress with unique legislative information through our Congressional Research Service’s 

Legislative Information System and serve the public with THOMAS, an online source of legislative documents and information on 

the work of Congress. 

I will be presenting testimony just a little bit later today to the 

House Appropriations Committee on the Legislative Branch concerning our fiscal 2010 budget request that focuses on moving to 

an enterprise architecture for the Library’s technical infrastructure 

based upon the unique knowledge and experience of the last decade 

in what is a one-of-a-kind institution. 

So let me now introduce Laura Campbell, who has been at the 

Library since 1992, coming as a managing consultant from Arthur 

Young & Company, a CPA firm. She brought with her significant 

experience and expertise in strategic planning and systems integration. She has been a leader in our digitization projects and our 

chief information officer since 2002. 

Let me just say, in conclusion, that I will be happy to answer any 

and all questions and look forward to continuing our regular sessions with committee staff and to keeping you and the Members 

and the committee informed about our technological issues and 

progress. 

So I now turn it over to Laura Campbell. 

The CHAIRMAN. Thank you. 

Ms. Campbell. 

STATEMENT OF LAURA CAMPBELL 

Ms. CAMPBELL. Thank you. Chairman Brady, Ranking Member 

Lungren, and members of the committee, I would like to thank you 

for this opportunity to talk about the inspector general’s April 22, 

2009, report, ‘‘Information Technology Strategic Planning.’’ 

While the vision that has driven our Library-wide strategic plan 

has helped us achieve worldwide recognition, the Library faces extraordinary challenges posed by technological change. The complex, 

dynamic environment within which the Library must acquire, preserve, and make information available to its customers requires 

managing many types of fast-changing digital formats across, not 

one, but multiple missions and their customers. 

During the last decade, by doing away with legacy equipment, we 

have transferred the cost savings and systems into an industry 

best practices organization for IT, as we have tried to keep current 

with the ever-changing computer technologies. We have not had an 

increase to our technology infrastructure since 2000. 

The most challenging aspect of this work has been to address 

how to handle the new digital object that formerly was a physical 

object, such as a book, sheet music, or even a map that you could 

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touch. A digital object created on a Web site, maps created on the 

fly from databases, or documents from word processors require a 

whole new way of managing information, now in ones and zeros. 

Traditionally structured IT operations isolated from strategic 

management do not lend themselves to this new frontier. The role 

of the chief information officer, in too many organizations, just focuses internally. They are insular; they look inside, rather than externally. IT (information technology) is isolated from the strategic 

planning process and the management of the overall organization. 

In the Library’s case, we have made a concerted effort to focus on 

the needs of the Library customers and on changing technologies 

as we deliver our mission. 

Dr. Billington just mentioned some of the Library’s leading-edge 

initiatives. He just scratched the surface. All of these efforts have 

required state-of-the-art technology, have met mission goals of providing access to knowledge and information, and have helped us 

learn how to manage diverse and fast-changing technical formats 

for the many types of digital content. 

With regard to specific areas of the IG report, let me start with 

strategic planning process. We share the inspector general’s recognition of the importance of information technology, and the need 

to ensure strategic planning for IT is a unifying force at the Library. This does include alignment of service unit plans with the 

libraries and ensuring technology initiatives and IT planning specifically are linked and understood throughout the Library. We, in 

OSI, the Office of Strategic Initiatives, have done some of the most 

forward-thinking future-scenario planning for handling digital content in an IT environment then has been done anywhere, anywhere 

in the world. 

The Library is in the process of updating now its 2008 to 2013 

strategic plan to make sure that the Library priorities address the 

needs of its customers and that the synergies across programs are 

identified and coordinated. Strategic planning, for us, is an ongoing 

process. 

With regard to the IT investment process, the Library is currently managing IT investments in two ways. The Library Operations Committee, chaired by Jo Ann Jenkins, our chief operating 

officer, is made up of service unit deputies and infrastructure directors. That includes personnel, finance and facilities. They review 

and approve central IT investments. 

Examples over the past few years include investments that we 

have made by cost savings. Again, we haven’t received an increase 

in our technology infrastructure budget. But through cost savings, 

we have invested through this Operating Committee in data and 

voice wireless systems, central management of the Library’s 

workstations, the PCs on the desk, e-mail, and now enterprise architecture planning. 

The other service units and the other infrastructure units have 

smaller IT budgets, and their investments have been reviewed in 

the second way we make investments: through the budget request 

process, where, ultimately, decisions are made by the Librarian 

and the Executive Committee about what will go forward in the 

budget or what we will invest in. 

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The Library will move to unify and formalize the process of investments, to ensure that all IT investments are under central 

oversight. But we do currently have two methods of investing. 

The chief financial officer will develop a plan to track all Library 

IT expenses across appropriations to identify any duplicative information technology costs. Centralization will continue to occur 

where appropriate. We note that some functions are more appropriately decentralized, to meet the immediate information management needs of the individual business units within the Library. 

Today, increasingly so—I know many of you may feel this yourself—IT skills become part of many people’s jobs even though they 

weren’t trained to be in the IT business. 

With regard to organizational structure, the Librarian reviewed 

the full report of the inspector general (IG) and has concluded—and 

we agree—that this limited report does not provide enough analysis by which fundamental decisions can be made about the Library’s internal structure. A decision to conduct such a restructuring will require a broader and deeper analysis. 

With regard to enterprise architecture (EA)—that would be planning for the change in the way we handle our information environment across the institution—enterprise architecture, as noted in 

the report, the Library began the development of an enterprise architecture 2 years ago. It was suspended last year over funding 

availability but was restarted this past fall. We agree with the IG 

on the need for an enterprise architecture program, and we have 

contracted with what is one of the foremost authorities in this area 

to guide the Library in standing up such a program. 

This initiative is being overseen directly by the Library’s Operations Committee and myself and involves all service and support 

units and business systems owners in the institution. The Library 

is committed to a useable and informed enterprise architecture. It 

is not our intention to reinvent the wheel, and we recognize the 

benefit of learning from the experience of other Federal agencies 

that are developing or have developed such architectures. Our EA 

team has visited several like-sized agencies, including the Government Printing Office (GPO) and this Friday they are going to be 

going to the Government Accountability Office (GAO). 

Finally, there is customer service. The Library will continue to 

move forward in a number of areas to improve information technology customer services. We agree that project management, systems development lifecycle, and help desk processes need constant 

updating. In fact, our systems development lifecycle has been significantly revised twice since issuance of this methodology in 2003. 

The security policy has also been revised twice, and security directives are under constant revision. 

The Library will re-evaluate our help desk contract once our 

chief financial officer has completed a review of help desk costs and 

any appropriate centralization areas that might be identified. 

And, very importantly, I think most importantly, we will expand 

on communications and feedback with our customers, including 

customer surveys, talking to our users, and we have started open 

quarterly information meetings across the Library. 

In closing, like every dynamic organization, the Library of Congress continues to look at how we can improve our business procjbell on DSKDVH8Z91PROD with HEARING

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esses as we accomplish our mission-critical work. We are 

transitioning from isolated, content-specific applications to an information systems architecture that will allow us to be resilient, flexible, and scalable, so we can easily adapt to future technological advances as they come along and as we take in new and changing, 

complex content. 

I am confident that we can develop the framework that is needed 

to support our current and future information technology needs. 

Our work will be informed by this report, and I thank you very 

much for listening. 

[The statement of Ms. Campbell follows:] 

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The CHAIRMAN. Thank you. 

Ms. Jenkins, anything? 

Ms. JENKINS. No. 

The CHAIRMAN. Okay. Now I would open up for questions. 

I have a few questions, Mr. Schornagel. If these recommendations would be implemented by the Library, how much time and 

how much money would you be saving? 

Mr. SCHORNAGEL. That is really hard to say. We point out in the 

report that the vast majority of these recommendations can be implemented at no cost. It is hard to say at this point how much savings would be possible, but we think that a very substantial 

amount over time. 

The CHAIRMAN. I guess the real question is, would it cost more 

money? 

Mr. SCHORNAGEL. No, I don’t believe so. In fact, I think any additional cost would be more than offset by the savings. 

The CHAIRMAN. Okay. 

Ms. Campbell, you are the CIO. Does everybody with all the departments, do they all report to you, the IT planning? Are you the 

central person people report to? 

Ms. CAMPBELL. Yes, I have the information technology operation 

under me and a staff that is working on our digital strategic initiatives. 

The CHAIRMAN. But you are accountable for all of them and they 

all report to you? 

Ms. CAMPBELL. Yes. 

The CHAIRMAN. If any reorganization would take place, would it 

be with outside contractors? It wouldn’t hurt any employees that 

would be there now? There wouldn’t be any outsourcing or—if 

there would be outsourcing, it wouldn’t be taking jobs away from 

anybody that is there now? 

Ms. CAMPBELL. If we were to reorganize? 

The CHAIRMAN. Yes. 

Ms. CAMPBELL. Probably not 

The CHAIRMAN. That is a tough word, that ‘‘probably.’’ 

Ms. CAMPBELL. I mean, without knowing how you would reorganize, it is hard for me to—— 

The CHAIRMAN. As soon as people start losing their jobs, then 

you have to come back in front of us and we have to figure out how 

or what we can do about that. We don’t want to see any of that 

happen. 

Ms. CAMPBELL. I understand. 

Ms. JENKINS. I don’t think that is the expectation—the recommendations from the IG is about restructuring existing organizations. As we move forward, we have asked Congress, for increasingly more contracting dollars, but the intent is not to do away 

with any of the employees that we currently have in these functions. So, no, we would not. 

The CHAIRMAN. If that happens, I am telling your brother-in-law, 

who is from Philadelphia, by the way, who we know. 

Thank you. 

Any other questions? Mr. Lungren? 

Mr. LUNGREN. Thank you very much, Mr. Chairman. 

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And I think we ought to recognize the tremendous work that has 

been done by the Librarian as we move more and more into this 

technological age and the requirements that places on the institution that we call the Library of Congress. 

Mr. Inspector General, I just wondered, you sat here through the 

testimony of the others, anything that you didn’t hear that we need 

to hear? 

Mr. SCHORNAGEL. I don’t think so. I think you can tell from the 

report that the Library was pretty responsive to our recommendations. I believe we made 28 recommendations and the Library 

agreed with three-quarters of those. 

Mr. LUNGREN. Well, you can agree with them, and you can act 

on them. 

Mr. SCHORNAGEL. Yes, exactly. And that is why—— 

Mr. LUNGREN. Is there anything here that bothers you about action or inaction? 

Mr. SCHORNAGEL. I am always skeptical because, like you say, 

we make recommendations and a lot of people may agree with 

them then maybe they never intend to do anything about it. I think 

my office has a very strong record of following up on our recommendations, especially the most important recommendations. 

And I fully intend to do that within the next year, or perhaps even 

sooner on some of these. 

Mr. LUNGREN. Okay. One area that is a real concern to me—and 

I address this to both you and Ms. Campbell—and that is the area 

of cybersecurity throughout government but also in the private sector. 

It is no secret that we are playing catch-up in cybersecurity 

throughout the government and also in the private sector. Those 

that would do us damage or those who are just intent on mischief 

in some ways have gotten the upper hand, because, frankly, we 

have created systems without anticipation that people would just, 

for the heck of it, want to interfere with those systems, destroy 

those systems, alter those systems. 

You made some recommendations with respect to security. 

Mr. SCHORNAGEL. Correct. 

Mr. LUNGREN. Where are we in terms of security in our IT? 

Mr. SCHORNAGEL. I think we have come an awful long way. During our financial audits over the past 10 years, we have noted a 

lot of weaknesses in policy and applications in IT security. But 

since Jim Gallagher, the head of ITS, was brought in by Laura 

Campbell several years ago, I think we have made tremendous 

strides. 

And my office actually did a review, conducting penetration testing of our networks about 5 years ago. And I think a lot of the 

holes and a lot of the patches that needed to be made then were 

made. But perhaps that is an area that we can follow up on. 

But overall, I think the Library’s IT security program is tremendously better than it was a few years ago and, by benchmarking 

against other Federal agencies, in pretty good shape. 

Mr. LUNGREN. Okay. 

Ms. Campbell, we know from public disclosure the number of attacks that take place at the Pentagon. Here, in this place, it has 

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been noted that in this place there are attacks on the IT system 

here. 

Are you satisfied that the systems you have in place are detecting those attacks that may be directed at the Library of Congress 

in its various functions? Secondly, if you are satisfied now, how do 

you ensure that we continue that level of satisfaction in the future? 

Ms. CAMPBELL. I am satisfied that we now have the right detection and firewalls and security up around access to the Library’s 

data. In the future, I think that requires constant monitoring and 

outside tests that you would routinely do instead of monitoring— 

it is the checks and balances. 

Mr. LUNGREN. How often do you do those tests? 

Ms. CAMPBELL. We had the National Security Agency come in 

and set up—their white team, I believe it is—come in and help us 

set up our program. And we go through an annual audit, as Karl 

has mentioned, on our security program. 

Mr. LUNGREN. Okay, let me switch to another subject. And that 

is, in a hearing, I don’t know if it was a year or 2 years ago, that 

we had talking about an article that had appeared in the newspaper about lost parts of your overall inventory, and then we realized that it wasn’t all lost, some of them hadn’t been cataloged or 

they were in the process of being cataloged, and the statement was 

made—and I will just paraphrase it—that you were moving to a 

different cataloging system because you were digitizing the cataloging system. 

Can you tell us where we are on that? How much of the inventory has been converted to that format? 

Ms. CAMPBELL. I can’t answer that. I am not the right person to 

answer that. But I can get an answer for you, or perhaps Dr. 

Billington can comment. 

How much of the inventory has been cataloged? 

Mr. BILLINGTON. I can’t give you an exact figure, but we have 

made progress, and we are working on that. In fact, that is something which I am going to get into in the next hearing I have shortly. But we will get you the exact figures. 

Mr. LUNGREN. Okay. And let me ask this, because one of the 

things I have found as we have looked at—I happen to be the ranking member on the Cybersecurity Subcommittee in Homeland Security. And one of the concerns that we have had—or one of the ways 

in which we see the level of importance given towards cybersecurity is whether or not there is an individual chief information officer for whom that is the only job that they have and that they report directly to the CEO. At least that is one indication that they 

take it seriously. 

Ms. Campbell, I am still a little uncertain what strategic initiatives means as opposed to chief information officer, whether that 

is entirely divorced from that, whether that divides you up, and, 

frankly, if it does, whether that means you can give enough attention to the responsibilities of the CIO. 

Ms. CAMPBELL. Let me try to respond to that. We have an IT security group that consists of seven staff and seven contractors. 

They have a budget of $1.34 million per year. The IT operation has 

been a traditional IT shop. We have moved, over the years, from 

traditional business systems of finance and personnel and MIS sysjbell on DSKDVH8Z91PROD with HEARING

26 

tems and facility systems and the cataloging system to now embrace managing full digital content and all these various complex 

digital types of data. 

The Strategic Initiatives Program was put together to tackle one 

of our biggest strategic challenges, and that is building a network 

environment within which we have many partners to help us collect important born-digital content that, if we don’t get it now, it 

is going to be lost for future generations. 

So the historical decision to put strategic initiatives with the previously isolated IT department was to ‘‘row in the same direction,’’ 

so that you had an ‘‘engine’’ that was out there doing state-of-theart work, pulling the regular ‘‘steady-state’’ train. 

Mr. LUNGREN. I appreciate that. And that is an unbelievable opportunity to get three analogies into one sentence. You have a 

train, we are rolling together, and I forget the third one, but it conjures up all sorts of ideas in my mind. But that is what the digital 

age is all about. 

Ms. CAMPBELL. Exactly. We are just trying to stay abreast as 

best we can and make certain everybody in the IT operation has 

a part in that future. 

Mr. LUNGREN. Thank you, Mr. Chairman. 

The CHAIRMAN. Thank you. 

Mr. Harper. 

Mr. HARPER. Mr. Schornagel, it looked like you were maybe 

reaching for the button. Did you have a response to that, too? 

Mr. SCHORNAGEL. Yes, I would just like to point out that, in our 

report, we did mention that the IT security program at the Library 

is very well-structured and managed, but we feel that the function 

needs some teeth. One of the problems is that the IT security head 

is not able to enforce policy, and, in some cases, that creates a 

problem and sets a precedent. 

Mr. HARPER. Okay. 

Ms. Campbell, when I look at the organizational chart, which are 

always fun to look at in any agency, but when I see the information 

technology services down here under your side of that, are you saying that this is the best approach for IT within the Library of Congress? Or is it something that we should consider moving up, like 

Mr. Lungren had indicated, to possibly have that report directly to 

the CEO? 

Ms. CAMPBELL. I have a strong bias, so I don’t know that I can 

give you the most objective response to this. I think that is a decision that Dr. Billington will take under advisement. But I do believe strongly that you can’t isolate IT. 

I, as the CIO, do have responsibility for our digital strategic 

transformation, along with my colleagues because we are all in this 

business together. Someone needs to lead the IT shop. If it isn’t me, 

somebody else needs to do it. And I report directly to Dr. Billington 

and sit on our executive committee. So I try to represent the IT. 

Jim Gallagher, sitting behind me, sits with Jo Ann Jenkins on 

the Operations Committee. 

Mr. HARPER. If I could see, Mr. Schornagel, your view on that 

question that I asked Ms. Campbell about that organizational chart 

and what your preference would be. And are you familiar with any 

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other agencies that combine an IT function with a programmatic 

function? 

Mr. SCHORNAGEL. No, I am not. As a matter of fact, that was one 

of the important points in our report, is that we think that the IT 

function needs to report directly to the agency head. And I think 

Laura Campbell has her hands more than full with the programmatic side. 

Mr. HARPER. And when you said that three-fourths of the 28, I 

believe, proposals you had they agreed with, would this have been 

one of the one-fourth that was not agreed with? Or was this even 

one of your recommendations? 

Mr. SCHORNAGEL. Well, that was one that the Library deferred 

making a decision on until—I think the Librarian has established 

a separate committee, during the course of our conducting this 

audit, to look at strategic planning. And so, they are deferring the 

decision based on that. 

But we have pretty strong feelings that this is very much an 

anomaly in not only public but in private organizations, as well, 

having these two functions combined. 

Mr. HARPER. And I am certainly sensitive to the fact that you all 

have to run very soon to get to another meeting. If I could ask Ms. 

Campbell another question on security issues, following up on that. 

If there is some type of security violation, is that going to be reported to you or Mr. Gallagher? Or how does that work, when you 

have some type of perceived security violation in the IT system? 

Ms. CAMPBELL. It is reported to the IT director and to the deputy 

and to me. 

Mr. HARPER. Okay. And then what action is taken from that 

point? Just whatever may require—— 

Ms. CAMPBELL. Right. It depends on the type of violation it is. 

And we do, in fact, have the authority to shut down people’s PCs 

at the Library. I think there was some confusion about that. We 

have exercised that authority 

Mr. HARPER. Well, then I will just say what a treasure the Library of Congress is, and I appreciate you all’s efforts. 

And no more questions, Mr. Brady. 

The CHAIRMAN. Thank you, Mr. Harper. 

And thank all of you. I had my little mini tour Mr. Billington 

gave to me, but I want to get a major tour next time I come over. 

And you do do a great service for this institution and for the general public. And so, for that, I thank you. And we are here to aid 

in any way that we can to make sure that that service continues. 

So, thank all of you. 

Mr. BILLINGTON. Thank you very much. 

The CHAIRMAN. The hearing is now adjourned. 

[Whereupon, at 12:46 p.m., the committee was adjourned.] 

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