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.

Digital Initiatives -: Sample work - IR (Synapse)

#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!