lita 2016: strategic developments in digital initiatives at academic libraries
TRANSCRIPT
Strategic Developments in
Digital Initiatives at Academic Libraries
Jenny JingManager, Library Systems,Brandeis University Library
LITA Forum 2016, Fort Worth, TXNov., 18, 2016
OverviewBu
sines
s
Technology
Library
1. Business: Strategy (Why, What, How)
2. Reality: Academic Libraries, Library Technology, Digital Initiatives
3. Strategic Developments:3.1 Library3.2 Technology3.3 Business
4. Conclusion & what’s Next?
Mission
1. Business: Strategy – Why?
Business
Library
Technology
Strategy
Strategy: A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. http://www.businessdictionary.com/definition/strategy.html
Strategy
1.1. Business: Strategy – What?
• Three principles:
- Create unique valuable position - Choose “What not to do” - Define activities to support the strategy
https://www.youtube.com/watch?v=KvYwKM5bY0s
1.2 Business: Strategy Development – How ?
http://www.lmgsuccess.com/_strategic-development-overview.shtml
Four Components:
- Awareness - Planning - Development- Results
RealitiesChanges & Challenges:• Academic Libraries• Technologies• Digital Initiatives
SWOT• Digital Initiatives
Technology
Resources
2 Reality: Academic Libraries Changes & Challenges
UsersStakeholders$/T
Software InfrastructurePlatformsILS: Voyager, AlephILL, Etc.
Link resolver : 360 Link library guides: LibGuidesOnline databases
IR (Scholarly Publications): DSpaceDAM (Digital Preservation): IslandoraDiscovery Systems: SummonWebsites: Library Homepage
2.1 Reality: Library Technology
Changes & Challenges
Digital Initiatives
• Creating the technical infrastructure for digital library materials
• Providing librarians/staff with experience in technologies and digital materials
• Enriching the HU Library collections with a significant set of digital resources
• Advising the HU community on issues in digital environment (http://hul.harvard.edu/ldi/)
• Users: User needs analysis, User experience study• Collections: DP (long term vs short Term), born digital (Copyrights)• Data: Data formats, Metadata, discover, access, Authority Control• Technology: Open Source, Cloud Service, Opportunity vs Risk, change• Operation (Cost and staff): Funding, budget; Skills, experience, training
Collection/ Data
?
2.2 Reality: Digital Initiatives Changes & Challenges
3. Strategic developments in Digital Initiatives
• Library: Focus on users/stakeholders to build new services using data/collections data-driven services
• Technology: • Multiple systems, new technologies innovation• Train IT professionals to become experts focus
• Business: Work with partners (consortia) collaboration & resource-sharing
Funders/Managers
Users
Community
Needs
Cost, budget
Research, teaching
Accessibility
Digital Initiatives
New collections
New services
Access, discover
3.1 Strategic Development: LibraryWork with stakeholders -> new data-
driven servicesExternal
3.1.1 Strategic Development Tool: SWOT
Helpful HarmfulStrength
Data: Metadata, Indexing, catalogingCollections: Preservation, OAISTechnology: DAM, IR, DSStaff: skills, moral and loyaltyCustomer Services: communityIn
tern
alEx
tern
alWeakness
Operation: budget, staffTechnology: lack of external supportTraining: lack of training & standardsCommunication: with stakeholdersDecision making: slow process
OpportunityData management; Enrich Collection; Technology & personal developmentCollaboration: partnershipsEducate, new research, new service to local community
ThreatsFunding: Less funding, more costTechnology: competitors, third party support, outsourcing Communication, Legal issues/ copyrights
Focus on users new data-driven services
3.1.2 Case Study & Sample Work
University of Toronto Library, ITS, Digital Initiatives’ service 20% of the digital librarian’s time• Create policies and documentation • Create workshop/training modules • Communicate the service to users • Collaboration with faculty to design and
develop digital collections for faculty-led digital humanities (DH) projects.
3.2 Strategic Development: Technology: Multiple systems, new technologies, professional to expert
http://www.slideshare.net/ubclibrary/ubc-librarys-digital
• IR: DSpace, EPrints, Digital Commons, BibApp• DAM: Islandora, Hydra, CONTENTdm, Dspace• Archival Description: ArchivesSpace, AtoM• Research Data Management: DataVerse, CKAN• Digital preservation: Archive-It, Archivematica• Exhibitions: Omeka, Collective Access, CollectionSpace, Open Exhibits
3.2.1 Technology: Adopt new technologies
•Fedora 4: New features - Linked data capabilities, research data support, modularity - Islandora core and Basic Collection Solution Pack modules
•Linked Data Sample sites- Authority Control: DAM, IR - Increase data reuse- Bring more traffic to web sites
Fedora 4.0 in Action at Stanfordhttp://colonialarchitecture.eu/UNLV's Linked Data Project
3.2.2 Sample Work: New Technology
3.2.3 Technology: from IT Professionals to Experts
System/AdminInterface/Web Data/DB
Data: Queries, Perl, XML,DB: Oracle, MySQL, AccessTools: Perl, Excel, XSLT
Programing: php, Javascript, html, etc.Publish Tools: Drupal, WordPress
Server: Shell scripting, config, maintain, etc. OS: UNIX, WindowsEditor tools: Vi, Pico
3.2.4 Technology: Sample Work1. Big Picture2 Scan 3.Functions 4 Research 5. Case 6. Test 7 Implement
DAM IR Other Systems StaffingIslandora DSpace, BibApp Archivematica, Omeka 2 librarians,
1 programmer
Islandora DSpace AtoM 3 librarian (2 digital, 1 IR)
Islandora DSpace (-Digital Comments)
N/A Digital Scholarship Dept. (4 librarians+2)
Islandora
DSpace DB Textworks (for Archives)
Digital Initiatives Dept(2 lib +2 staff+2 programmers)
Hydra ePrints 2 Digital librarians, 4 programmers
Islandora DSpace Archivematica, AtoM 1 librarian, 1 technician
Hydra DSpace N/A Digital Initiatives Dept.16 librarians and staff
Planning DSpace Omeka 2 librarians
AtoM A custom IR Archivematica (plan) 2 librarians
• Strategies: - Consortia, external experts, third-party support, etc.
•Benefits: - Share cost, experience/skills/expertise- Enhance standards, policies- Enhance co-operation
3.3 Strategic Development: Business
Work with partners - Consortia
3.3.1 Case Study: COPPUL (23 University Libraries)
• Private LOCKSS Networks
• The Council of Prairie and Pacific University Libraries (COPPUL)
• Tools Developed by COPPUL: - LOCKSSdm (CONTENTdm) - DSpace 1.x - LOCKSS-O-Matic
Growing the PLN: Challenges and Opportunities https://livestream.com/accounts/6028408/events/3431038/videos/63604639/player?width=480&height=270
3.3.2 Sample Work: OCUL & Scholars Portal
•OCUL: Ontario Council Of University Libraries
• Scholars Portal: A service of the OCUL. Provides a shared technology infrastructure and collections for all 21 university libraries in the province.
4. Conclusion
New Service,Data-Driven Collaboration,
Resource sharing
New Technologies,
Be Professional
Busin
ess
Technology
Libraries
4.1 What’s Next? Library + Technology + Business = Strategies to the future of Digital Initiatives
Matrix B L T1. People/Skill sets/Experiences 1 12. Documents/Policies/Workflow 1 13. Activities/Plans 1 14. Training/Cost/Software/Tools5. Cases/Sample work/History 1 1 1Total 2 4 3
Matrix Business1. Decision Making/Strategy2. Management (People, Projects)3. Business Analysis4. Marketing / Customer Service5. Innovation vs Change
Matrix Library1. Metadata Schema Standards2. Research Data Management3. Enhance discovery & access4. Engage with Stakeholders5. Relationship with Data Science
Matrix Technology1. Cloud Service2. Open Source3. Mobile Service4. Strategy vs Implementation5. Related with Data Science
Acknowledgements• Nancy Y. McGovern: Head, Curation and Preservation Services, MIT Libraries
• Rachel Wise, Archives Program Manager, Harvard Business School
• Bronwen Sprout, Head, Digital Programs and Services Digital Initiatives, University of British Columbia
• Kelli Babcock, Digital Initiatives Librarian, University of Toronto Libraries
• John Durno, Head of Library Systems, University of Victoria
References/Resources• Dole, W. (2013). Strategic planning and assessment: Pigs of the same sow? The Journal of Library Administration, 53, 283–292.
http://dx.doi.org/10.1080/01930826.2013. 865397.• Rowley, J. (2011). Should your library have an innovation strategy? Library Management, 32(4), 251-265. doi:http
://dx.doi.org/10.1108/01435121111132266• Dyson R. 2002. Strategic development and SWOT analysis at the University of Warwick. EUROPEAN JOURNAL OF OPERATIONAL
RESEARCH, 152 (3). pp. 631-640. http://dx.doi.org/10.1016/S0377-2217(03)00062-6• Porter, Michael E. (1996). "What is Strategy?". Harvard Business Review (November–December 1996).• Saunders L. 2015. Academic Libraries' Strategic Plans: Top Trends and Under-Recognized Areas. The Journal of Academic Librarianship
Volume 41, Issue 3, Pages 285–291• UBC Library's Digital Preservation Strategy• http://www.slideshare.net/ubclibrary/ubc-librarys-digital• When Campus IT Comes Knocking: A New Model for Library IT in the 21 Century (starts @ 32 minutes) • https://livestream.com/accounts/6028408/events/3431038/videos/63668179/player?width=480&height=270• Growing the PLN: Challenges and Opportunities (starts @ 1 hour 27 minutes)• https://livestream.com/accounts/6028408/events/3431038/videos/63604639/player?width=480&height=270• Institutional Repositories: Exploration of Costs and Value• http://dlib.org/dlib/january13/burns/01burns.html• https://jingjenny.wordpress.com/strategic-plan/
Thank [email protected]