Fit for Purpose: Developing Business Cases for New Services in Research Libraries


Published on

These are slides presented on the Fit for Purpose project at the 2012 DLF Forum. See for more information.

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Fit for Purpose: Developing Business Cases for New Services in Research Libraries

  1. 1. FIT FOR PURPOSE: DEVELOPING BUSINESS CASES FOR NEW SERVICES IN RESEARCH LIBRARIESDigital Library Federation 2012 ForumNovember 4, 2012Michael Furlough and Michele Reid
  2. 2. Who and whatFunded by CLIR/Digital Library Federation•  Research Group §  Ted Fons, OCLC §  Mike Furlough, Penn State §  Carol Hunter, UNC-Chapel Hill §  Eliz Kirk, Dartmouth §  Michele Reid, North Dakota State §  Advisory: Judy Luther, Informed StrategiesArticle published by MediaCommons Press
  3. 3.
  4. 4. GoalProvide a flexible structure for informed decision making •  Transformative change calls for discipline and risk taking •  Planning maximizes potential for high value, high visibility services •  New tools for library planners
  5. 5. Two-pronged approach•  Social entrepreneurship: It is up to the organization to create the environment that its community needs•  Business case development: What happens if we do this?•  Discipline of purpose, discipline in action
  6. 6. Assumptions•  We need a business-like approach to support our mission•  Creative thinking can be learned and integrated into planning processes•  Risk and rigor are not antithetical•  Transformation is built on sustained innovation•  Success requires a value proposition
  7. 7. Recommendations1.  Determine organizational readiness2.  Develop a business case3.  Conduct a pilot4.  Embrace the business planning life cycle
  8. 8. Go/No Go 3. Launch Decision 2 2.2 Pilot 4. Periodic 2.1 Business Case Reassessment Development Go/No Decision Go 3 Decision 1 5.1 Service 5.2 Modification Exit1. Organizational Assessment Time Business Planning Lifecycle
  9. 9. 1. Organizational readiness•  Are the climate and capacity ready for very different kinds of services?•  Four steps: •  Understand if you are mission-ready •  Know your risk tolerance •  Determine outcomes that promote impact and sustainability •  Make sure that you can put resources in the right places
  10. 10. 2. Developing a business case•  What happens if… ?•  Multiple steps •  Create basic outcome statement •  Identify options and analyze each •  Pinpoint and test •  Write implementation plan
  11. 11. 3. Pilot 4. Launch 5. Ongoing Assessment•  Develop a detailed plan, and implement following project management guidelines•  Evaluate the results based on four approaches (economic, strategic, analytical, integrated)•  Go/no-go decision •  Modify as needed •  Launch if appropriate•  Ongoing assessment and continuous improvement•  Exit if warranted
  12. 12. Case studies: Initial Findings•  Site visits conducted so far: •  Center for Digital Research and Scholarship, Columbia University •  Chronopolis, University of California, San Diego•  Parallels found •  Recommendations resonate with successful development •  Observed challenges mirror expectations•  Observing the greatest challenges •  Dramatic re-alignment of resources to match new mission/goals •  Integrating multiple resource streams •  Managing the inherent risks and uncertainties
  13. 13. Chronopolis and UCSD CI Programs UCSD Research Cyberinfrastructure Program Condo Internal Facing Co- Computing Network Location Storage Data Curation Program Chronopolis External Facing
  14. 14. Revenue and Mission CDRS at Columbia Chronopolis at UCSD•  Publishing services with •  Preservation service with some curation curation in pilot•  Inward facing service •  Faces inward and outward•  Grew partially out of •  Grew out of an NDIIPP previously existing research project. programs.•  Minor charges for services. •  Charges for services.•  Funding is 85-90% subsidized •  Funding is 70% subsidized.•  Customer funding not a •  Customer funding will be a major component. major component.
  15. 15. Creating a New Environment“Competition would be non-sensical in the digital preservation space.  Digital preservation only makes sense in the context of other servicesthat support access, analysis, and re-use.” David Minor“The bet is this:  by curating and preserving this data we will allow forthe study of ‘big questions,’ answers to which will benefit society.  Buthow do you measure that?  When will we know?” Brian Schottlaender“This is the elephant in the room.  Services like CDRS are seen as athreat by some who work in libraries, as something that will forcethem to change how they work.  But many are very excited aboutthese directions and we need to work with the partners who areready.” Rebecca Kennison
  16. 16. Risks and Uncertainties•  Adoption of services •  The value programs is still largely speculative •  OR – we haven’t yet figured out the metrics.•  Willingness to pay •  Institution •  Individual researchers•  Public education and research funding •  Private institutions are not fully insulated
  17. 17. How can this project be of value to you?
  18. 18.
  19. 19. Contacts for today’s presentersMike Furlough, Penn State Universitymfurlough@psu.eduMichele Reid, North Dakota State