Maturing Digital Object Management Practices at GVSU Julian Jenson.
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Transcript of Maturing Digital Object Management Practices at GVSU Julian Jenson.
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Maturing Digital Object Management Practices
at GVSU
VISION QUEST
Julia
n Je
nson
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Who We Are
Max Eckard Kyle Felker
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Outline
• Background• Challenges• The Visioning Process• Preliminary Results• Takeaways
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BACKGROUND
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Grand Valley State University
• 4-year, public institution• Student population:
24,408• Master’s Large• Focus is on teaching• State
appropriation/FYES– 1988-1989: $4,917– 2013-2014: $4,776
Phot
o: M
r. Kj
etil R
ee. A
rchi
tect
: ?
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University Libraries
Libraries MissionThe Grand Valley State University Libraries enrich the educational mission of the university by advancing intellectual growth and discovery. Through the acquisition, application, dissemination and preservation of knowledge we promote teaching, learning and active scholarship.
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2005
2008
2012
2013
2014
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Early Successes
• Providing new educational opportunities• Wider, more open access to our collections• Preserving institutional memory• Exploring new areas of digital stewardship
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Things were going pretty well…
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…until they weren’t.
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CHALLENGES
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Challenges
• Staffing and infrastructure• Preservation• Definition of scope/role/planning
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Staffing and Infrastructure
Growing, growing, growing
Lack of technical infrastructureand human!
V
Workload issues
Focused too much on processing
Outreach and education
Other value-added services
Met
adat
aKnowledge gap
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Preservation
Focused heavily on accessNo long-term preservation of access
No backup of IR contentNo file format preservation actions
No sense of urgencyCollection was getting…
Bigger and bigger
More complex
No life-cycle orientation
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Definition of scope/role/planning
Lack of policies and procedures
Ad hoc decision-makingLack of day-to-day planning
Lack of long-term planning
Scope not well-defined
No assessment
Unaware of faculty needs
De-centralized Our role
Relationship with other campus stakeholdersWe were too informal about all of this.
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Aah!
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So we created a committee.
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THE VISIONING PROCESS
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STRATEGIC PLANNING
Strategic Planning
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Strategic Planning
• What are we doing?• For whom or why are we doing it?• What do we want to be doing?
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Importance to DOM
• Resource intensive• Changes Rapidly• Variety of audiences/Types of object
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Deliberate vs. Emergent Strategy
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Digital Object Management Committee
• Digital Initiatives Librarian• Archivist• Head of Collection Development• Liaison Librarian• Asst. Dean of Technology• Metadata and Digital Curation
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The Charge
• Clarify priorities• Clarify Role• Discuss challenges
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27…without structure
Strategy…
Credit: Robyn Gallant
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28
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Frameworks for Strategic Planning
• SWOT• Balanced Scorecard• Scenario Planning• PEST analysis
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Balanced Scorecard
• Developed by Business prof. and consultant
• Maps objectives to specific measurements• Metric-heavy• Top-Down strategy• Result-oriented
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GVSU Objectives
• How do disparate areas relate?• What are our challenges?• Why are they important?• How do we address them?
Clarity and Communication
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Our Framework
• Scholarly & Creative Output• Learning Objects• Institutional Records• Commercial Content• Research Data• Digital Projects
http://digobj.wordpress.com
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Our Framework
• Scope• Why• Audience• Challenges
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34
Learning Objects
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Process for creating final document
• Group challenges into thematic groups
• Agree on structure• Focus on audience• Rewrite, rewrite, rewrite
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PRELIMINARY RESULTS
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Challenges
• Staffing and Infrastructure• Definition of scope/role/planning• Preservation
37
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Outcomes
• Hired two new staff• More planning for software/hardware
(outsourcing)• Collection development policies
revisions• Creation of a comprehensive
Preservation Plan• Research on data management
needs• Engage with external stakeholders
(campus IT)
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TAKEAWAYS
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Takeaways
• Learn a little about strategic planning/thinking
• Short term efforts have to be formalized eventually
• Communication, Communication, Communication
• Institutional values• Technology is not just about technology• Storytelling
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The EndQuestions?