Very pleased to be here today Opportunity to talk about how the UC’s have scoped out a Next Gen Tech Services vision over the last two yearsWill follow this outline, but hope to engender discussion
Little UC contextual background: one university 10 campuses, range of sizes, from Berkeley and UCLA to Merced, trying to be virtual, campus of less than 5000, established in 2005.History of coordinated library committee structure, but different library ILS’s and fairly established individual functional organizations.But coordination beyond the support group mentality happens when there are resources involved, as with CDC (CollDevpt) and Melvyl, the union catalog.2005 BSTF report as basis for rethinking discovery not just the update of Melvyl that was most obviously needed.Already in that BSTF report, the notion that the backend operations would need to be tended to next and move the operational thinking to what was then called, ‘the network level’.
Just some examples of similar thinking throughout the profession, also complemented by On the Record: Report of The Library of Congress Working Group on the Future of Bibliographic Control. Jan. 2008.
2CUL all about 2 privates working on arrangement to share costs of the TS support for the ‘Commonly Held’ rather mainstream collectionsAs Neal notes in the
Mass Digitization: Google,Local Digital projects,Born digital collectionsTalk about environment changes over two years, how the financial meltdown has heated upAlso outside pressures, like SLASIAC Library Planning TF‘The SLASIAC Library Planning Task Force was convened by the Systemwide Library and Scholarly Information Committee to recommend systemwide strategies and investments that the University needs to pursue with regard to library services in light of the numerous environmental changesSystemwide Library and Scholarly Information Advisory Committee Will be reporting out on following topics:Management of Existing Print Collections, v. 4a [PDF]Managing Collection Growth, v. 6 [PDF]Systemwide Library Services, v.4 [PDF]Governance of the UC Library System, v.2 [PDF]UC and the System of Scholarly Publishing, v.2 [PDF]Revenue Enhancement and Cost Recovery, v.2 [PDF]
The vision: based on improving user experience to facilitate access and discoveryDevelop standards of practice and communal valuesAnd taking a different broader view of TS
More about the cultural valuesHaven’t really totally effected this culture yet.
Exec Team. Steering Team and a Team for each of the 4 areasTeam members from throughout Ucs… tried to mix up expertise and location, forward thinkersReports and studies involving
Aimed to depict the full scope of content to be included in the Next Gen technical services work, beyond the commonly held. Ideally the commonly held would be accomplished more efficiently, freeing up staff to work on the unique collections and born digital 21st century resources
Another illustration of the types of resources that need more attention in the TS scope, beyond the top left quadrantIn early days, hope was to redirect staff, now we’re struggling to cope with attrition, jobs that can’t get replaced
Financial infrastructure remains a challenge in the UC decentralized model… one that will be a SOPAG priority because it is so fundamental, but so challenging.
Council of University Librarians review and assignment to SOPAG Struggle to be quick
In the quick, easy win category. The big challenge will be taken up by SOPAG and ULs
Ah, but are we one enterprise? That is the question..Still will try to chip away at consensus actions.
Best practices and tools sharedLink to Digital Library Services Task Force Work that has also been underway for 2 years… need to link to collection development
Still in review but…What can I say … see next slide.
Systemwide Operations and Planning Advisory Group Change in governance from UC Exec team outside of SOPAG, now using SOPAG.Need both the strong support from the top and the systemwide participation and buyinHuge challenge for UC to balance our cultural notion of due process with being ‘nimble’
One system, one enterprise ? Fish or fowl? Yes and noTrust issues, systemwide and beyond.Rethinking print collections Shared print: RLF’s and WESTReducing collections footprintDigital preservation: Portico, CDL UC3HathiTrustRepository auditing mechanismsScale and Web-scale and Cloud Sourcing
The next generation library is now
The Next Generation Library is Now: the process of transforming UC’s library Technical services<br />AJCU Library Deans & Directors 2011 Conference<br />April 12, 2011<br />Martha Hruska<br />
Outline of UC’s NGTS, but it’s all about discussing the process<br />Community Thinking: The time is right<br />What’s going on in the environment<br />NGTS Principles & Values<br />NGTS Experience: Phase 1<br />NGTS Experience: Phase 2<br />Moving to Implementation (finally!)<br />Priorities<br />Process & Framework<br />Aiming for *Transformation*<br />
CommunityThinking @ UC<br />“Rethinking How We Provide Bibliographic Services <br /> for the University of California” (December 2005)<br />http://libraries.universityofcalifornia.edu/sopag/BSTF/Final.pdf<br />“We need to look seriously at opportunities to centralize and/or better coordinate services and data, while maintaining appropriate local control, as a way of reducing effort and complexity and of redirecting resources to focus on improving the user experience.” <br />“Next‐Generation Technical Services: Changing How We Provide Technical Services for the University of California Libraries—Scope Statement” (April 2009)http://libraries.universityofcalifornia.edu/about/uls/ngts/docs/NGTS_scope_10april2009.pdf<br />“Radically new approaches to these operations are now called for in order to ensure that they are not only maximally efficient, but also transformatively effective.”<br />
Community Thinking Not just a UC thing<br />“The Changing Nature of the Catalog and its Integration with Other Discovery Tools” a.k.a. “The Calhoun Report” prepared for LC (March 2006)<br />http://www.loc.gov/catdir/calhoun-report-final.pdf<br />“… implementation issues associated with … innovation and cost reduction … include some technical but mostly organizational hurdles. To succeed … research libraries will need to master organizational change management and achieve unprecedented levels of collaboration with peers and external partners.<br />“The Extended Library Enterprise: Collaborative Technical Services & Shared Staffing” (February 2009)<br />http://www.orbiscascade.org/index/cms-filesystemaction/collaborative_ts/extended_library_enterprise_final.pdf<br />“It is almost impossible to overstate the cultural shift that must occur for any of these ideas to really work.” <br />
Community Thinking & ActionNot just a UC thing<br />2CUL http://2cul.org/<br />“Columbia and Cornell University Libraries are pleased to join forces in a transformative and enduring partnership between our two great library systems that enables us to pool resources to provide content, expertise, and services that are impossible to accomplish acting alone.”<br />Prospects for Systemic Change across Academic Libraries, by James Neal, March/April 2011<br />http://www.educause.edu/EDUCAUSE+Review/EDUCAUSEReviewMagazineVolume46/ProspectsforSystemicChangeacro/226178<br />“Similarly, we must raise the question of why the overwhelming majority of academic libraries in the United States continue to maintain a full suite of technical services operations. “<br />
Environmental Conditions<br />User behavior and expectations for how discovery works<br />‘Hidden Treasures’ & now, Digitization Gamechanger<br />The Meltdown:<br />Funding<br />Space<br />Organizational Climate<br />Beyond Friendly Collaborations -> System-wide and beyond<br />Trust & Formalized Trust issues<br />
The UC NGTS Initiative<br />Guiding Principles<br />“Developing a system-wide view of collections allows the Libraries to develop richer services, leverage resources to increase collection diversity, expose hidden resources, and take full advantage of library expertise on the individual campuses.”<br />“The University of California Library Collection: Content for the 21st Century and Beyond (August, 2009)” http://libraries.universityofcalifornia.edu/cdc/uc_collection_concept_paper_endorsed_ULs_2009.08.13.pdf<br />Rethink TS Infrastructure for the UC library collections Collection<br />Reduce redundancies and support a broader scope of content<br />Allow for continuous improvements to ‘good enough’ metadata from the world beyond the UC Libraries: our users, expert communities, vendors, and other libraries….<br />
The UC NGTS Initiative<br />VALUES<br />Success = user’s ability to easily find and use relevant content<br />Success = exposing ‘hidden collections’<br />Less copying = more content<br />Collaboration TS becomes single system‐wide enterprise<br />Broader scope of content = unique UC scholarship, special collections, born digital, primary resources of 21st century<br />Agree on ‘good enough’ <br />Start with existing basic metadata from all available sources<br />Build a culture of continuous improvement<br />
NGTS Phase 1August 2009 - February 2010<br />Environmental Scans/Surveys/Reports<br />Commonly Held Content in Roman Languages <br />Commonly Held Content in non-Roman Language <br />UC Unique Collections <br />21st Century Emerging Resources <br />
Commonly-held (Roman Scripts)<br />Commonly-held<br /> (Non-Roman Scripts)<br />UC Unique Collections<br />21st Century Resources<br />Metadata<br />Content<br />Get it<br />Manage it<br />Find it<br />Select it<br />User Environment<br />Library and Network Resources<br />Collection Management Environment<br />Graphic based on Lorcan Dempsey’s “Some Context” presentation at RLG Partners Meeting, Philadelphia, June 2, 2008, http://www.oclc.org/research/events/2008-06-02a.pdf<br />
Flipping the Stewardship model<br />“As content shifts to the network and as discovery is disintermediated from the library, the work needed to support the library's traditional roles as buyer, archiver, and gateway to information is slowly diminishing.”<br />(Mark Dahl, code4lib NW: digital initiatives presentation, June 2, 2010, http://synthesize-specialize-mobilize.blogspot.com/search/label/code4lib)<br />Based on Lorcan Dempsey’s Collection Grid, http://www.oclc.org/reports/escan/appendices/collectiongrid.htm<br />
NGTS Phase 2March - December 2010<br />Actionable/Cost Effective/Transformative Goals<br />Improvement of the Financial Infrastructure [aka the “Financial Infrastructure” Task Group]<br />Development of Enterprise-Level Collections Management Services [aka the “Enterprise Collection Services” Task Group]<br />Followed up work of Commonly Held Content in Roman Languages and Commonly Held Content in non-Roman Language Task Groups<br />Development of New Modes for Organizing and Providing Access to Special Collections, Archives, and Digital Formats [aka the “New Modes” Task Group]<br />Followed up work of UC Unique Collections and 21st Century Emerging Resources Task Group<br />
Implementation Process is NOW <br />SOPAG (Systemwide Operations and Planning Advisory Group) to manage implementation Transformation = evolving, phased process, with occasional big leaps<br />Cost savings and cost avoidance are strategic & a priority!<br />Focus on implementation and action vs. more study<br />Quick wins early and often are essential<br />Continuous vetting” throughout the process and at all levels<br />Communication & Project plans<br />Draw members from existing All Campus Groups and others, leveraging local experts for system-wide benefit<br />Continuously assess, revise, and adjust<br />
Implementation Priorities<br />Financial Infrastructure <br />Move to a deposit account model to reduce the number of recharges <br />Establish a secure web site to support real time access to invoice and recharge activity<br />
Implementation Priorities<br />Enterprise Collection Services<br />Implement a “good enough” record standard for all of UC<br />Implement the system-wide Shelf-Ready recommendations<br />Expand and adjust the Shared Cataloging Program<br />Define and implement UC-wide Collection Services Centers.<br />Develop a system-wide model for collection services staffing and expertise<br />
Implementation Priorities<br />New Modes<br />Implement “More Product, Less Process” (MPLP) tactics for processing archival and manuscript collections<br />Support streamlined processing workflows and reuse descriptive data with system-wide use of the Archivists’ Toolkit<br />Systematically digitize high-use, high-priority collections for access to UC primary resources<br />Implement a coordinated, system-wide solution for creating and managing digital objects<br />Using the University of California Curation Center (UC3) microservices as the foundation, implement infrastructure to manage the unique digital assets<br />
Framework <br />SOPAG oversight<br />NGTS Management Team (NMT) <br />Coordinates the implementation processes<br />Includes Project Manager and Communications <br />Power of Three (POT) groups assigned to each priority<br />Lightning teams assigned by POTs as needed <br />Created for specific, well-defined tasks <br />Short-term or quick turn around projects<br />Composed of appropriate individuals, taking into account UC location/geography (north, south); campus size; decision authority; and expertise<br />
Transformation<br />10 Libraries develop & support 1 rich, distributed collection<br />Break down the silos of TS functions<br />Collaborative collection development<br />Collaborative approval plans, outsourcing and other vendor services<br />Shared Print in Place <br />Less redundant work Staff focus on local priorities <br />More unique collections managed and accessible with less total FTE<br />10 Libraries build 10 catalogs that support 10 collections<br />Shared Cataloging Program distributes to 10 catalogs<br />Backlogs in special collections<br />
Discussion of Lessons Learned: Governance and trust issuesProcess = Journey?How does the UC experience scale or work as a model?Questions??<br />