ESI Supplemental 3 Slides, Fit for Purpose

Fit for Purpose:
Developing Business Cases for New
Services in Research Libraries

E-Science Institute
November 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


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 Press
http://mediacommons.futureofthebook.org/mcpress/businesscases/


http://mediacommons.futureofthebook.org/mcpress/businesscases/ 5

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


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

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?


FIT FOR PURPOSE:
RECOMMENDATIONS


Fit for Purpose: Recommendations
1. Determine organizational readiness
2. Develop a business case
3. Conduct a pilot
4. Embrace the business planning life cycle


Go/No Go 3. Launch
Decision
2

2.2 Pilot

4. Periodic
2.1 Business Case Reassessment
Development

Decision
Go/No Go 3
Decision
1

5.1 Service 5.2
Modification Exit
1. Organizational
Assessment

Time

Business Planning Lifecycle

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


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


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


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

Chronopolis and UCSD CI Programs

UCSD Research
Cyberinfrastructure Program
Condo Internal Facing
Co-Location
Computing Network

Storage
Data
Curation
Program

Chronopolis
External Facing


Revenue and Mission
CDRS at Columbia Chronopolis at UCSD
• Publishing services with some • Preservation service with
curation curation in pilot
• Inward facing service • Faces inward and outward
• Grew partially out of • Grew out of an NDIIPP
previously existing programs.
research project.
• Minor charges for services.
• Charges for services.
• Funding is 85-90% subsidized
• Funding is 70% subsidized.
• Customer funding not a major
component. • Customer funding will be a
major component.


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 UCSD Libraries

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


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 curation

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

http://mediacommons.futureofthebook.org/mcpress/businesscases/ 43

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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