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 you!jennyjing@brandeis.edu