Three Critical Strategic Developments
that Academic Libraries Need to Pay Attention to
in Digital Initiatives
Jenny Jing July, 8, 2015
OverviewTe
chno
logy Business
Library
1. Business: Strategy
2. Academic Libraries: Reality
3. Technology & Digital Initiatives: Reality
4. Three Strategic Developments
Mission
1. Business: Strategy
• Three principles:
- Create unique valuable position - Choose “What not to do” - Define activities to support the strategy
https://www.youtube.com/watch?v=KvYwKM5bY0s
- Create unique valuable position - Choose “What not to do”
Business: Strategic Development
• Realities• SWOT
• Leadership• Productivity
http://www.lmgsuccess.com/_strategic-development-overview.shtml
• Strategic• Operational
• Measurements• Goal tracking
Four Components:
- Awareness - Planning - Development- Results
RealitiesChanges & Challenges
• Academic Libraries• Technologies• Digital Initiatives
SWOT
• Digital Initiatives
Technology
Resources
2. Academic Libraries - Reality:Changes & Challenges
Users
Software InfrastructurePlatformsILS: Voyager, AlephILL, Etc.
Link resolver : 360 Link library guides: LibGuidesOnline databases
IR (Scholarly Publications): DSpaceDAM (Digital Preservation): IslandoraDiscovery Systems: SummonWebsites: Library Homepage
Library Technology – Reality: Changes & Challenges
Digital Initiatives
3. Digital Initiatives: HU's Library Digital Initiative
(http://hul.harvard.edu/ldi/)
• 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
Tech
nolo
gy Business
Digital Initiatives
Mission
Digital Initiatives – Reality: Changes & Challenges
• Users: User needs analysis• Collections: DP (long term vs short Term), born digital (Copyrights)• Data: Data formats, Metadata, discover, access, Authority Control• Technology: Open Source vs Vendor products, DAM vs IR, and more• Operation (Cost and staff): Funding, budget; Skills, experience, training
Collection/ Data
?
Digital Initiatives: SWOTHelpful Harmful
StrengthData: Metadata, Indexing, catalogingCollections: Preservation, OAISTechnology: DAM, IR, DSStaff: skills, moral and loyaltyCustomer Services: communityIn
tern
alEx
tern
al
WeaknessOperation: 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 services
4. Three critical strategic developments
• Digital Initiatives : Focus on users/stakeholders
to build new services• Technology: Use multiple systems and adopt
new technologies• Business: Work with partners (consortia)
Funders/Managers
Users
Community
Needs
Cost, budget
Research, teaching
Accessibility
Digital Initiatives
New collections
New services
Access, discover
#1. Strategic Development: digital Initiatives: Collaboration with
stakeholders to develop new services
Case Study: 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.
#2. Strategic Development: Technology: Use multiple systems and adopt new technologies
http://www.slideshare.net/ubclibrary/ubc-librarys-digital
Main systems
• IR: DSpace, EPrints, Digital Commons, BibApp
• DAM: Islandora, Hydra, CONTENTdm, Dspace
• Archival Description Software : AtoM
• Digital preservation: Archive-It, Archivematica
• Exhibitions: Omeka, Collective Access, CollectionSpace, Open Exhibits
Digital Initiatives: Technology- Environmental Scan
Strategic Development: 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
Digital Initiatives – Linked Data:Sample work - DAM
Solutions: Linked Data and Consortia
• Technology Strategies: - Consortia, external experts, third-party support, etc.
•Benefits: - Share cost, experience/skills/expertise- Enhance standards, policies- Enhance co-operation
#3. Strategic Development: Work with partners -
Consortia
Recommended Systems for Queen’s
PLN LOCKSS & 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-Matichttps://coppuldpwg.wordpress.com/
The services provided by DPWG of COPPUL
http://livestream.com/calgarylibrary/Access/videos/63604639
OCUL DCC Group and Scholars Portal
•Mission and goal
•Activities & Events
•Proposals
Conclusion: Strategic Developments
in Academic Libraries’ Digital Initiatives
New Services
Partnership
New Technologies
Library + Technology + Business =
Strategies to the future of Digital Initiatives
Tech
nolo
gy Business
Digital Initiatives
Mission
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
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 .
• 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• Institutional Repositories: Exploration of Costs and Value• http://dlib.org/dlib/january13/burns/01burns.html• The Services provided by DPWG of COPPUL • http://livestream.com/calgarylibrary/Access/videos/63604639
Thank you!
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