Three Critical Strategic Developments Academic Libraries Must Address
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Strategic Development; Academic Libraries; Digital Initiatives
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Three Critical Strategic Developments Academic Libraries Must Address
- 1. Three Critical Strategic Developments that Academic Libraries Need to Pay Attention to in Digital Initiatives Jenny Jing July, 8, 2015
- 2. Overview Library 1. Business: Strategy 2. Academic Libraries: Reality 3. Technology & Digital Initiatives: Reality 4. Three Strategic Developments Mission
- 3. 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”
- 4. 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 Realities Changes & Challenges • Academic Libraries • Technologies • Digital Initiatives SWOT • Digital Initiatives
- 5. Technology Resources 2. Academic Libraries - Reality: Changes & Challenges Users
- 6. Software InfrastructurePlatforms ILS: Voyager, Aleph ILL, Etc. Link resolver : 360 Link library guides: LibGuides Online databases IR (Scholarly Publications): DSpace DAM (Digital Preservation): Islandora Discovery Systems: Summon Websites: Library Homepage Library Technology – Reality: Changes & Challenges Digital Initiatives
- 7. 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 environmentDigital Initiatives Mission
- 8. 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 ?
- 9. Digital Initiatives: SWOT Helpful Harmful Strength Data: Metadata, Indexing, cataloging Collections: Preservation, OAIS Technology: DAM, IR, DS Staff: skills, moral and loyalty Customer Services: community InternalExternal Weakness Operation: budget, staff Technology: lack of external support Training: lack of training & standards Communication: with stakeholders Decision making: slow process Opportunity Data management; Enrich Collection; Technology & personal development Collaboration: partnerships Educate, new research, new service to local community Threats Funding: Less funding, more cost Technology: competitors, third party support, outsourcing Communication, Legal issues/ copyrights Focus on users new services
- 10. 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)
- 11. 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
- 12. 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.
- 13. Digital Initiatives -: Sample work - IR (Synapse)
- 14. #2. Strategic Development: Technology: Use multiple systems and adopt new technologies http://www.slideshare.net/ubclibrary/ubc-librarys-digital
- 15. 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
- 16. Digital Initiatives: Technology - Environmental Scan
- 17. 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 Stanford http://colonialarchitecture.eu/ UNLV's Linked Data Project
- 18. Digital Initiatives – Linked Data: Sample work - DAM
- 19. Solutions: Linked Data and Consortia
- 20. •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
- 21. Recommended Systems for Queen’s
- 22. 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-Matic https://coppuldpwg.wordpress.com/
- 23. The services provided by DPWG of COPPUL http://livestream.com/calgarylibrary/Access/videos/63604639
- 24. OCUL DCC Group and Scholars Portal • Mission and goal • Activities & Events • Proposals
- 25. Conclusion: Strategic Developments in Academic Libraries’ Digital Initiatives New Services Partnership New Technologies
- 26. Library + Technology + Business = Strategies to the future of Digital Initiatives Digital Initiatives Mission
- 27. 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
- 28. 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
- 29. Thank you!
Editor's Notes
- There are three types of knowledge which are needed to support the library to achieve its mission, they are the knowledge in library, technology and business.
- Michael Porter identifies three principles underlying strategy: creating a "unique and valuable [market] position", making trade-offs by choosing "what not to do", and creating "fit" by aligning company activities with one another to support the chosen strategy. Strategic development is about change. How management handles the new realities in technology, information flow, reginal competition is key to success. Effective leaders understand these dynamics and work to control change within the organization.
- I will focus on three things: Analysis realities (internal, external), SWOT to analyze the S, W, O and T in digital initiatives in my presentation. Based on the analysis we made using SWOT, we will choose the three critical strategic developments. Planning: strategic planning (define vision), operational planning (Operational Objective, Pro- review factors, budget, etc.)
- It is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture. It identify the internal and external factors that are favorable and unfavorable to achieve that objective Identification of SWOTs is important because they can inform later steps in planning to achieve the objective.
- There are different sub-groups in the library stakeholders and their needs are different. DI is a still new and we should collaborate with stakeholders, understand their needs and develop new services.
- This poster made by Kelli Babcock, the ITS Digital Initiatives Librarian at UofT, described the Collections U of T service provided by UTL ITS. Collections U of T is an example of how institutions can use existing digital curation policies, infrastructure, and workflows when collaborating with faculty on D projects to provide sustainable and efficient services to support D initiatives.
- The skills needed: server: UNIX, Windows, programming: XSLT, Perl, Query: Jquery, Xquery, Web: Javascript, html, css,xforms
- LOCKSS: A distributed digital preservation system. It was originally created to preserve electronic journals that the library purchased, with the permission of publisher. LOCKSS can be used for preserving other kinds of digital objects on a smaller scale. PLN LOCKSS: A solution where six institutions can set up their own private LOCKSS network to preserve any digital object desired. This solution was desirable since it had little cost to start and maintain. It would also expand our staff’s skill. a consortium of 23 university libraries located in Manitoba, Saskatchewan, Alberta and British Columbia. serve as a forum for sharing policies and practices related to digital preservation among COPPUL libraries steward the work of the COPPUL Private LOCKSS Network and other digital preservation platforms develop options for a common approach to digital preservation for COPPUL libraries facilitate discussion of current and emerging topics in preservation, such as preservation of theses and preservation of commercial content facilitate discussion of various digital preservation tools and services and how they combine to form systematic preservation strategies and programs periodically update the COPPUL survey of digital preservation practices in order to increase awareness of needs and preservation strategies among COPPUL libraries
- Archivematica-as-a-Service COPPUL has contracted with Artefactual Systems and UBC Library to provide hosted Archivematica instances and storage based on UBC IT’sEduCloud. To date, six COPPUL members have signed up for the service.