COPPUL Digital Preservation Network (COPPUL DPN) transformation project : Communications plan

Transcription

1 Digital Preservation Network ( ) transformation project : Communications plan Overview As the demand for escalates, s current services are poised for transformation. The Digital Preservation Network ( 1 ) transformation project is a two-year project commencing August 1 st, 2015, that aims to transform s current activities into a set of comprehensive, flexible, scalable, and sustainable services provided by a Digital Preservation Network ( ). will accommodate members of all sizes, provide a high return on investment for members, and offer flexible and scalable services that suit a broad range of needs. 2. Purpose of the communications management plan The communications plan is meant to promote the success of the project by meeting the information needs stakeholders and by helping foster a better understanding of distributed among members. The transformation project communications plan outlines the critical links among people, ideas, and information that are necessary for project success. 3. Communications objectives, principles and key messages To ensure that stakeholders, the wider community, and other audiences are aware of the project, understand why it is necessary, and understand the benefits it will deliver. Key message: As collections become increasingly, members practices for these collections especially for unique holdings must likewise turn to techniques and technologies. This project will create a Digital Preservation Network () to support, promote, and extend the organizational capacity of members for

2 To cultivate a willingness amongst all members to contribute towards the successful implementation of the project and the delivery of its benefits. Key message: will accommodate members of all sizes, provide a high return on investment for members, and offer flexible and scalable services that suit a broad range of needs. To manage expectations among stakeholders and other audiences. Key message: Details about what the project is delivering and when. To provide timely and accurate information to all stakeholders in order for them to support project goals, thereby enabling the delivery benefits. Key message: For each stakeholder what to do, when to do it, and how much time it should take. To ensure that stakeholders have the opportunity to input to and feedback on the design of the project, raise issues, and use their expertise to contribute to the success of the project. Key message: All input is valuable. The responsibility for the success or failure of the project is shared amongst all the stakeholders. 4. Key audiences Audience Approach Responsibility Stakeholders Board of Directors Executive Director Regular stakeholder reports as outlined below in Stakeholder status reports section. Communication via vehicles section below); and, as needed, one-on-one and other meetings, presentations, and workshops on the benefits of library-led distributed activities. Regular stakeholder reports as outlined below in Stakeholder Primarily Manager with Executive Director 2

3 Committee Digital Preservation working Group (DPWG) and sub-groups member library administrators and other decision makers (top- and mid-level management) member library professional and technical staff Input or support required Other status reports section. Regular stakeholder reports as outlined below in Stakeholder status reports section. Regular stakeholder reports as outlined below in Stakeholder status reports section. Communication via vehicles section below); and, as needed, one-on-one and other meetings, presentations, and workshops on the benefits of library-led distributed activities. Communication via vehicles section below); and, as needed, one-on-one and other meetings, presentations, and workshops on the benefits of library-led distributed activities. Direct liaison with technical staff on issues related to PLN infrastructure and storage capacity. One-on-one and other meetings on specific issues related to PLN with co-chairs or DPWG Primarily Manager with Executive Director and Committee Primarily Manager with DPWG PLN sub-group members. 3

4 networks and initiatives (e.g. MetaArchive, Aet,, PKP PLN, Safe-PLN, etc.) Other Canadian initiatives, organizations, and networks that relates to or interface with or building capacity (e.g. CAUL s Digital Stewardship and Preservation Committee, Scholar s Portal, CRKN s IDSE, CARL s Portage, Compute Canada, etc.) Indirectly impacted Faculty and researchers and member institutions Other Western Canadian memory institutions (Provincial libraries, archives, management, and knowledge sharing and organizational capacity building around activities. One-on-one and other meetings on specific issues related to knowledge sharing and capacity building around activities. One-on-one and other meetings on specific issues related to capacity building around activities. Communication via vehicles section below). One-on-one and other meetings on specific issues related to knowledge sharing and capacity building around activities. 4

5 public libraries, museums, and their various organizations and consortia) Communication via vehicles section below). 5. Stakeholder status reports will deliver all status reports. All written documents will be sent to stakeholders via , with in-progress documents available via s Google Drive and final copies stored on University of Calgary servers. Audience Description Frequency Method(s) Comments Executive Director Verbal communication deliverable status. Weekly Report delivered via regularly scheduled telephone call. Thursdays at 10 a.m. PT. Committee One page communication deliverable status. Monthly Report delivered via 2 business days ahead of regularly scheduled teleconferences. Meetings take place the first Tuesday of the month at 1 p.m. PT. DPWG and sub-groups One page communication deliverable status. Quarterly Report delivered via 5 business days ahead of regularly scheduled teleconferences. Schedule TBA. DPWG sub-group leads are also members of the DPWG, so separate reports to them are not necessary. Board of Directors One page communication deliverable status. Bi-annually Report, delivered to Executive Director 10 business days ahead regularly scheduled in-person meetings. Fall and Spring meetings as scheduled (dates available at ). 5

6 to make himself available to present report in-person if required. member library administrators and other decision makers (top- and mid-level management) Communication benefits. As required Reports delivered via or at in-person meeting, presentation, and/or workshops. member library professional and technical staff Communication progress, benefits, and technical requirements. As required Reports delivered via or at in-person meeting, presentation, and/or workshops. 6. Communication vehicles The project will adhere to principles of transparency and clarity. The following communication vehicles will be used to insure that stakeholders and other audiences are able to easily stay informed on project progress, and learn more about the benefits of library-led distributed activities. Vehicle Description Frequency Activity Notes Website The current DPWG Wordpress site will be retired and combined with the existing DPWG content on the site. The site will serve as the Content will be kept up-to-date and fresh. Websites to be combined and content vetted by will act as website administrator. Committee meeting and other working documents will be only be made public by approval of the Committee. 6

7 primary public face of the project for all stakeholders and members, as well as the general public. Managemen t Committee by Oct 2nd, Blog A blog on the website will be established. The purpose of the blog will be to raise awareness of the project and the importance of library-led activities primarily within, but also beyond. Weekly posts, or as required. Blog established by Oct 2nd, will act as blog administrator, with Executive Director monitoring posts via RSS for possible inclusion on the homepage. Listservs No new listservs will be established. Posts will be made to existing and other listservs that relate to or interface with the As required. Manager will liaise with DPWG co-chairs on posting materials related to the project on the DPWG list. will monitor, post, and respond to other posts on and other listservs as required. 7

8 project in some way. Twitter The Manager will explore the use of Twitter to promote the project to the broader community. As required will act as administrator for the G Presentations, publications, and workshops and members of the Committee will explore opportunities to present, publish, and workshop materials related to the project and to overall. As required Committee Meetings and members of the Committee will meet with individuals and organization as required, As required. Manager, Committee. Regular meetings have been set up with MetaArchive, Aet. 8

9 especially those with experience is administering a distributed network. Other meetings will work with s Executive Director and the Committee to identify individual stakeholders and groups within to strengthen an understanding of the merits of library-led distributed activities. As required., s Executive Director, and the Committee. Additional note: will monitor a broad range of communication vehicles from other organizations and professionals that are part of and interface with the field. The Manager will also monitor professional and scholarly publications, report, and presentations as required. 9