Download - ESI Supplemental 3 Slides, Fit for Purpose
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Fit for Purpose: Developing Business Cases for New
Services in Research Libraries
E-Science InstituteNovember 29, 2012
Mike Furlough and David Minor
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Today’s topics
• Background on the Fit for Purpose project• Recommendations• Case Studies: Mission & Revenue Models• Planning in context: Chronopolis & the UCSD
RCI Program• Conclusion & reminders
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FIT FOR PURPOSE: BACKGROUND
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Who and what
Funded 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 Strategies
Article published by MediaCommons Presshttp://mediacommons.futureofthebook.org/mcpress/businesscases/
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5http://mediacommons.futureofthebook.org/mcpress/businesscases/
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Fit for Purpose: Goal
Provide 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
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The Context of Our Work
If you can’t persuade me that the work you’re doing is going to make us more famous, we’re not going to be interested in investing in you…. Is that wise and profound and good? No. It’s stupid. But that’s the way it is….The football team is allowed to run a deficit of $3- to $7-million. And you’re not.
--John V. Lombardi President of Louisiana State University
at the October 2011 ARL Meeting
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Assumptions
• We need a business-like approach to support our mission
• Creative thinking can be integrated into planning processes
• Risk and rigor are not antithetical• Transformation is built on sustained
innovation• Success requires a value proposition
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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
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Business Planning and this Institute
• Recommendations parallel assignments.• The Institute focuses on getting you ready for
action through the Strategic Agenda process.• The business planning process can help to
define the actions you take in the future.
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Questions?
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FIT FOR PURPOSE: RECOMMENDATIONS
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Fit for Purpose: Recommendations
1. Determine organizational readiness2. Develop a business case3. Conduct a pilot4. Embrace the business planning life cycle
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1. Organizational Assessment
2.1 Business Case Development
3. LaunchGo/No Go Decision
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Go/No Go Decision
1
4. Periodic Reassessment
Time
Business Planning Lifecycle
2.2 Pilot
Decision 3
5.1 Service Modification
5.2 Exit
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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
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2. Developing a business case
• What happens if… ?• Multiple steps– Create basic outcome statement– Identify options and analyze each– Write implementation plan– Identify small steps: pilot projects
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3. Pilot Projects
• Pilots work best when well-defined and protected
• Do you know what you want to learn? • Evaluate the results based on four approaches
(economic, strategic, analytical, integrated)• Go/no-go decision – Modify as needed– Launch if appropriate– Exit if warranted
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“What if we just wanted to throw things at the wall and see what sticks?”
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4. Embrace the business planning cycle
• Periodically reassess results• Focus on outcomes, not process• Is an exit plan needed? • What else in your organization should be
planned in this way?
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Questions?
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FIT FOR PURPOSE: CASE STUDIES & REVENUE MODELS
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Case studies: Initial Findings
• Site visits conducted so far:
– Center for Digital Research and Scholarship, Columbia University
– Chronopolis, University of California, San Diego
• Observing the greatest challenges– Re-alignment of resources to match
mission/goals– Integrating multiple resource streams–Managing the inherent risks and uncertainties
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24DuraSpace/ARL/DLF E-Science Institute
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25DuraSpace/ARL/DLF E-Science Institute
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UCSD Research Cyberinfrastructure Program
Co-Location
Data Curation Program
Storage
NetworkCondo Computing
Chronopolis
Internal Facing
External Facing
Chronopolis and UCSD CI Programs
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Revenue and Mission
CDRS at Columbia• Publishing services with some
curation• Inward facing service• Grew partially out of
previously existing programs.• Minor charges for services. • Funding is 85-90% subsidized• Customer funding not a major
component.
Chronopolis at UCSD• Preservation service with
curation in pilot• Faces inward and outward• Grew out of an NDIIPP
research project.• Charges for services.• Funding is 70% subsidized.• Customer funding will be a
major component.
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Creating a New Environment“Competition would be non-sensical in the digital preservation space. Digital preservation only makes sense in the context of other services that support access, analysis, and re-use.”
David Minor
“The bet is this: by curating and preserving this data we will allow for the study of ‘big questions,’ answers to which will benefit society. But how do you measure that? When will we know?”
Brian Schottlaender
“This is the elephant in the room. Services like CDRS are seen as a threat by some who work in libraries, as something that will force them to change how they work. But many are very excited about these directions and we need to work with the partners who are ready.”
Rebecca Kennison
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Questions?
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CHRONOPOLIS AND THE UCSD RESEARCH CYBERINFRASTRUCTURE PROGRAM
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What is Chronopolis?• A digital preservation network developed by a national
consortium, with initial funding from The Library of Congress / National Digital Information and Infrastructure Preservation Program (NDIIPP).
• Chronopolis partners are :
– San Diego Supercomputer Center (SDSC) and the UC San Diego (UCSD) Library
– University of Maryland Institute for Advanced Computer Studies (UMIACS)
– National Center for Atmospheric Research (NCAR) in Boulder, Colorado
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UCSD Libraries
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Chronopolis Fast Facts• Digital preservation environment using a data grid framework
• Designed to leverage capabilities at multiple institutions
• Emphasizes heterogeneous and redundant data storage systems
• Has a current storage capacity of 300 TB (100 TB at 3 nodes)
• Has geographically distributed copies of all data
• Includes detailed monitoring and monthly auditing of all data
• Fully TRAC compliant, certified by CRL
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UC San Diego RCI elements
• Computing
• Colocation Services
• Centralized Storage
• Networking
• Data curationDuraSpace/ARL/DLF E-Science Institute 33
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UCSD RCI - Data Curation
• Starting with a two year pilot phase
• Using existing tools whenever possible– Storage at SDSC– Digital Asset Management System at UCSD Libraries– Campus high-speed networking– Services from CDL / UC3 (EZID, DMP, OAC)– Chronopolis
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RCI + Chronopolis = Leveraging
• UCSD has invested heavily in Chronopolis– In-kind staffing and infrastructure
• RCI Data Curation “buying chunks” of Chronopolis
• Funding basic preservation– Paying customers funding R & D
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Cost projection: RCI
• What services to researchers want?– Cf. initial RCI offerings
• What services will researchers pay for??– Still don’t know– Subsidized versus full freight– Well-understood services versus new stuff
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Cost projections: Chronopolis
• Started as a fully-funded NDIIPP project• 2010: started moving to fee-for-service– Per-terabyte-per-year model
• 2012: looking at varied funding options– Longer than a year?– Other than per-unit price?– Subscription model??– Subsidies??– Move away from a standalone service???
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Risks: RCI
• If we build it, will they come?
• If we build what they asked for five years ago...?
• If we only build what they ask for …?
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Risks: Chronopolis
• Already-mentioned cost issues
• What is the viability of an “external” preservation system?
• What is the viability of a non-commercial preservation system?
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Questions?
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FIT FOR PURPOSE: CONCLUSION
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Boiling it down
• Projects/programs of all sizes have resource needs: projecting and protecting is important.
• The process of exploration can take a long time. That's OK.
• Assessment is critical at all stages. • Be willing to say something is not working and
drop it. • Apply the planning process to related activity
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43http://mediacommons.futureofthebook.org/mcpress/businesscases/
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The E-Science Institute Capstone
December 12 & 13, 2012
Sheraton Pentagon City Hotel 900 South Orme Street
Arlington, VA 22204
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What to expect at the capstone
• Only a few presentations by faculty• Brief presentations by you and your team• Lots of small and large group interaction• Many writing sessions – Time to work with
your team to draft a Strategic Agenda• Opportunities to learn from your peers and
form relationships with them
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What to bring to the capstone
• Computers and tablets• Electronic and paper versions of your
documents:– Interview transcripts and notes– Self assessment– SWOT materials– Services and activities list & building blocks– Team introduction template
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Questions?
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Thank you!
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