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OAI3 - CERN Institutional Repositories and Practical Advocacy

This project focuses on the development and management of institutional repositories, specifically e-Prints, as research outputs and their long-term preservation. It explores the implications and issues surrounding institutional repositories and their impact on various stakeholders, including academics, administrators, librarians, funding agencies, publishers, media, and the public. The project aims to identify the needs, viewpoints, and aspirations of these stakeholders and formulate strategies for successful adoption and integration of institutional repositories.

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OAI3 - CERN Institutional Repositories and Practical Advocacy

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  1. OAI3 - CERNInstitutional Repositories and Practical Advocacy Bill Hubbard SHERPA Project Manager University of Nottingham

  2. SHERPA - • Securing a Hybrid Environment for Research Preservation and Access • funding: JISC (FAIR programme) and CURL • duration: 3 years, November 2002 – November 2005

  3. SHERPA • development partner institutions • Nottingham (lead), Leeds, Sheffield, York, Edinburgh, Glasgow, Oxford, British Library and AHDS • associate partner institutions • Birkbeck College, Birmingham, Bristol, Cambridge, Durham, Imperial College, Kings College, Newcastle, Royal Holloway, School of Oriental and African Studies, University College London

  4. Institutional Repositories • e-Prints as research outputs • hold multiple subjects • part of institutional information service • long-term existence • . . . implications of these choices for advocacy

  5. Implications and issues • research cultures vary across subject-disciplines • integrated into institutional information service • repositories have a public face and responsibilities • long term preservation commitments

  6. Differentiate stakeholders • three internal constituencies • academics, administrators, librarians • four external constituencies • funding agencies, publishers, media, public

  7. Academics • as producers • disseminate material • get recognition • as consumers • find material • get ready access • as individuals • they do not want more work • things work ok • involves cultural change . . .

  8. Administrators • inward management • practical issues of information service • ownership of IPR • exposing and recording activities • outward presentation • who represents research? • legal liabilities • new possibilities as a public face

  9. Librarians & information professionals • concerns of curation • long-term preservation, long-term commitment • additional work! • creating, populating, advocating repositories • impact on serials • prices, changes

  10. External constituencies • funding agencies • publishers • media • public consumers

  11. Academics and cultural change • things seem ok . . . • affects working habits and reward structures • centrally-driven initiatives vs. local developments • monoscopic analysis is not enough . . . • when to push and when to stop • what makes cultural change?

  12. Choices and possible paths • academic-archiving vs. mediation • back-catalogue vs. future output • academic’s web-page • departmental web-page • . . . the emergent repository

  13. repositories set up in each partner institution test papers being added negotiations with publishers discussions on preservation of eprints work on IPR and deposit licences advocacy campaigns starting sharing experiences and formulating strategies SHERPA - progress

  14. Summary • identify stakeholders • identify their needs and viewpoints • differentiate potentials, goals, returns • differentiate change • upgrading, process and cultural • support needs, appeal to aspirations

  15. http://www.sherpa.ac.ukbill.hubbard@nottingham.ac.uk

  16. Process of adoption • Awareness • Action • Engagement • Integration • Sustenance and development

  17. why “institutional”? • institutions have centralised resources: • to subsidise repository start up • to support repositories with technical / organisational infrastructures • to deal effectively with preservation issues over the long term • institutions get benefits: • raising profile and prestige of institution • managing institutional information assets • encourages an institutional identity in intellectual output

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