Business planning for digital libraries

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					Business planning for digital
   Mel Collier,
   Professor, University of Northumbria
   Chief Librarian, K.U. Leuven
   STIMULATE 5, 30 June 2005

K.U.LEUVEN   -   Centrale Bibliotheek
Session 1

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Elements of digital libraries
   Electronic journals
   e-Books
   e-learning objects
   Digitised archives, heritage
   e-theses, dissertations
   Internet content

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   Stand alone
   Federated (linked)
   Harvested (dynamic access via metadata)
   Portal
   Repositories
   Links to electronic learning environments

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   What is it for?
   Whom is it for?
   Aims and objectives
   Content
   Technical approach
   Standards
   Support
   Investment
   Risk
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Session 2

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Digital libraries
Much work has been done on:
 Technical aspects
 Design and human interface
 Copyright and legal aspects
 Academic publishing models

But not on business planning
 Why are we doing it, and for whom
 What are the implications for the organisation

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A digital library definition

 A managed environment of multimedia
 materials in digital form, designed for the
 benefit of its user population, structured to
 facilitate access to its contents, equipped with
 aids to navigation of the global network, and in
 which the users and the holdings can be totally
 distributed, yet still managed as a coherent

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Business planning for DL’s

 A process in which the business aims, products
 and services of the DL are specified, together
 with how the DL will contribute to the overall
 business and mission of the organisation.

 It includes plans for target users, investment,
 income, costs, benefits or returns, marketing,
 management and governance.

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Why is business planning now
starting to happen?

Until now mainly project based:
 Technical and practical challenges
 Short-term financing
 Not structurally embedded

 Becoming mainstream business of the
 Must be properly set up, financed and managed
  for the long term

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Two projects
   The European Library (TEL)

    A collaborative international digital library
    service for European National Libraries


    An electronic library and information service for
    the University of Oxford

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    A project part funded by the EU in order to
    prepare for a co-operative service offered by
    European National Libraries with four main
    work packages:

   Publisher relations
   Metadata development
   Test-bed
   Business plan

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Business plan challenges
    Why should these eight national libraries want
    to make a collaborative digital library?

   The libraries can have very different missions
   Various scale and sizes
   Huge differences in funding
   Various stages of DL development

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The study

   What do the libraries want and expect from
   What would be the benefits, advantages and
    added value of TEL?
   Which client groups do they want to reach?
   What content do they want to offer?

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What do they want?
  A single point of access to European distributed
  content, primarily:
 Digital voluntary and legal deposit (subject to
 Digitized resources, treasures
 Licensed published material
 Thematic collections

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Benefits, advantages

   National libraries playing their part in Europe
   Improving access across Europe
   Creating a European image for the national
    libraries and increasing visibility
   Technical co-operation
   More powerful/integrated searching and

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Client groups
   The informed citizen
   Academics and researchers
   Higher education students

 Other libraries and museums
 Authors and private researchers

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   Humanities
   Law
   Social sciences
   Economics
   Business
   (Natural sciences)

    Focusing on the language(s) and culture of
    each country
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What did we learn?
   A lot about why the national libraries should make this
    digital library service
   Less about end-user needs and expectations – very
    difficult to research – further work being done

But significantly

   It has moved from project to service under the auspices
    of CENL

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ELISO – a user driven approach

   The academic community in Oxford (particularly
    in the natural sciences) wanted access to more
    electronic resources
   Also wanted to be more at the leading edge of
    developments such as open access, repositories
    and digitisation
   Needed a business plan to make an investment
    case for a permanent core service

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Objectives of the study
   Expanded access to e-journals and reference
   Access to major electronic archives
   Electronic helpdesk
   Electronic document delivery top the desk top
   Targeted digitization programme
   Development of an institutional repository

All as an integrated plan

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   Discussions with key stakeholders
   Focus groups
   Literature review and experience elsewhere
   Comparisons with peer universities
   Investigate infrastructure
   Estimate costs, investment programme and

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Researchers nowadays
   In the natural sciences obtain >90% of their
    current research information needs from
    electronic resources
   In the humanities not more than 10%
   In the social sciences somewhere in between
    depending on the nature of the work

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Examples of expenditure on
e-resources among top universities

In £K
 Harvard                      2.803
 Yale                         2.080
 McGill                       3.807
 Toronto                      2.959
 Auckland                     2.812
 Monash                       2.634
 Sydney                       2.671

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   Suggested vision
   Benefits and risks
   Integrated financial plan
   Published e-resources
   (Free) Internet resources
   Repositories
   Digitization

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What about schools?

   Smaller budgets mean planning more
   Much research ongoing in e-learning
   Digital libraries  learning objects  e-courses
   Selection of material available on the Internet
   E-books development slower than e-journals
   Main issues similar – why, what, for whom, how

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Special libraries?
Business planning approach is natural

   Often in the lead in e-resources
   Focus on costs, overheads, contribution to the
   Radical solutions more likely
   Many special libraries are already mainly digital

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Final remark

   All organisations are different in some way, but
    there is always enough similarity to benefit
    from the approach of others
   It depends upon the business!

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