esi supplemental 3 slides, fit for purpose

Fit for Purpose: Developing Business Cases for New

Services in Research Libraries

E-Science InstituteNovember 29, 2012

Mike Furlough and David Minor

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

DuraSpace/ARL/DLF E-Science Institute 2

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/

DuraSpace/ARL/DLF E-Science Institute

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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


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


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.


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

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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


“What if we just wanted to throw things at the wall and see what sticks?”


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?


Questions?


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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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


Questions?


CHRONOPOLIS AND THE UCSD RESEARCH CYBERINFRASTRUCTURE PROGRAM


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


UCSD Libraries

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


UC San Diego RCI elements

• Computing

• Colocation Services

• Centralized Storage

• Networking

• Data curationDuraSpace/ARL/DLF E-Science Institute 33

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


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


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


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???


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 …?


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?


Questions?


FIT FOR PURPOSE: CONCLUSION


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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The E-Science Institute Capstone

December 12 & 13, 2012

Sheraton Pentagon City Hotel 900 South Orme Street

Arlington, VA 22204


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


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


Questions?


Thank you!


esi supplemental 3 slides, fit for purpose

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