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Leveraging A Shared LSP to Serve the Ontario Academic Library Community

This presentation explores the vision of OCUL to create a collaborative library system that provides seamless access to a diverse collection of resources for users across Ontario. The benefits, challenges, and implementation strategies of a shared Library Services Platform (LSP) are discussed.

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Leveraging A Shared LSP to Serve the Ontario Academic Library Community

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  1. Leveraging A Shared LSP to Serve the Ontario Academic Library Community Gordon Bertrand, CF Implementation Manager Mandy Deans-Kassies, CF LSP Coordinator Sandra Morden, Queen’s University, Chair CF Discovery & User Experience Subcommittee Ontario Library Conference, January 30, 2019 Local to OCUL

  2. Agenda • Rationalizing • Envisioning • A New Start • Executing • Q&A

  3. Rationalizing

  4. Background - OCUL

  5. Thinking OCULly Thinking and working together for common benefit Collaborate. Innovate. Deliver. • Collections • Scholars Portal • Member services And now, a shared LSP!

  6. Collaborative Futures Vision By 2020, OCUL envisions our users experiencing a large, diverse Ontario-wide library collection rather than the collection at their specific institution. They can move seamlessly between different types of content (electronic and print, books and journals, etc.) using multiple interoperable platforms whose design is evidence-based. Via search engine optimization and advanced authentication, many users experience OCUL resources from outside of Ontario. Users have access to more books and specialized content than ever before, and these resources are incorporated into their research, learning and teaching workflows

  7. The Vision cont’d By 2020, OCUL library employees will perceive collaborative work as a given – they are part of a network and naturally work within it. They are likely to work on a daily basis with staff at other OCUL libraries, and are familiar with OCUL wide standards and policies. They may be doing work on behalf of another institution for the good of the OCUL community, and participate in opportunities for job sharing, secondments and exchanges within OCUL libraries.

  8. The Vision cont’d • A distributed and shared collaborative approach to print and electronic/digital resource management. • The keys to achieving the vision include: • Implement shared next generation library services platforms (LSPs). • Collaborate to manage and preserve print resources in a sustainable system. • Collaborate to effectively use shared systems to manage electronic & print resources.

  9. Where others have gone before ... Within OCUL: •Tri-University Group (TUG) – Guelph, Waterloo, Wilfrid Laurier •Evergreen consortium – Algoma, Laurentian Across Canada: •Ontario Colleges Library Service – Sirsi consortium •NEOS (Alberta) •Novanet (Nova Scotia) •Bureau de coopération interuniversitaire (Québec) North America and beyond ...

  10. Envisioning

  11. Phase 1 - asking the big questions • Was OCUL's 'radical collaboration' feasible? • How far are we willing to go? • Can we afford it? • Is there a technology to deliver the vision? • Where do we start?

  12. Cooperation Independent systems Some Interoperability Some shared systems (ILL, resolver, etc.) Total Integration Partial Integration Collaboration Coordination Single shared system Consolidated data Common Configuration Consolidated policies Consolidated budgets Centralized workflows Shared Discovery Single shared system Separate data sets Common Configuration Local distinctiveness Distinct workflows Independent systems Shared best practices Coordinated programs (shared purchasing) Independent systems Local practices Informal coordination

  13. Priority Collaboration Outcomes Shared, allow local differences where necessary Build from the start, enable for future • Shared records, cataloguing, and ERM • Shared bib record loading • Shared discovery, local and OCUL views • Shared patron services and policies • Fulfillment • Shared analytics, acquisitions, and collection mgmt

  14. A New Start for OCUL

  15. Phase 1 - Envisioning (Nov 2014 - July 2015) Collaborative Futures Shared Vision Task Force Market Research Total Cost of Ownership Shared Print Mgmt and Preservation Shared Workflow & Business Processing Collaboration Continuum Full-Costing Matrix Local Consultation Process Analysis RFI Environmental Scan Environmental Scan

  16. Phase 2 (Aug 2015 - Fall 2016) Collaborative Futures Shared Vision Task Force Communications MOU /Participant Agreements Shared LSP Requirements Draft MOU Market Sounding Business Plan

  17. Communications Discovery and User Experience Shared Resources Systems and Analytics Shared Policy Metadata Management and Standards Recruit the 'local' to build the vision (Phase 3+) Collaborative Futures Directors Collaborative Futures Steering Committee MOU and Governance Requirements and Evaluation Shared Policy Implementation Leads Expert Advisory Network

  18. MOU - OCUL CF • MOU Governing Document for OCUL Collaborative Futures • Outlines the committee structure • Directors - one from each member Library - select Chair • Steering Committee - provides operational oversight Membership: - Chaired by the Chair or Directors - Standing Subcommittee chairs - Exofficio members from OCUL

  19. MOU - OCUL CF (continued) • Standing Subcommittees coordinate development of policy and procedure • Average 5-7 members on each subcommittee • Consultative process for recruiting members • Broad representation from CF Libraries • Expert advisory network representatives from all Libraries - functional expertise consulted during policy development

  20. Executing

  21. What's the plan Stan?

  22. We can work it out Zoom Project Wiki Basecamp

  23. Operationalizing the plan

  24. Chicken and egg...decision making CF Directors CF WIKI Review & Approval CF Steering Committee CF Subcommittees Development & Consultation ILs + EAN

  25. Factors Supporting Success • Get 'buy in' from Administrators (key to local participation) • Keep the vision front-and-center (i.e. priority collaboration outcomes) • Be ambitious from the start - don't undersell the plan • Set timelines and stick to them (pressure is great motivation) • Recognize/appreciate that some things will take time to achieve • Maintain consistent messaging • Ensure the process is transparent and open to all • Provide as many opportunities as possible for dialogue • Say please, thank you and I'm sorry whenever necessary

  26. Establish governance in advance • Perfection is the enemy of progress • Don't be too proud to ask for help • Populate committees strategically • Be prepared to work with ambiguity • Be prepared to make mistakes • Celebrate small victories • Work your vendor! Lessons learned

  27. Collections Knowledge Infrastructure OCUL Collaborative Futures Expertise Resources

  28. One day at a time

  29. Q&A

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