THE BRITISH LIBRARY BOARD BLB 12/29

Transcription

1 IN CONFIDENCE THE BRITISH LIBRARY BOARD BLB 12/29 BRITISH LIBRARY DIGITAL STRATEGY TO PURPOSE OF THE PAPER To respond to members request for an overarching overview of how digital activities in the BL are being coordinated and integrated at the highest level. To engage the Board with the Library s Digital Strategy to To provide members with an overview understanding of the Library s complete portfolio of digital activities, and to provide assurance on the coherence and governance of the portfolio of activities established to implement the strategy. 2. SUMMARY AND ROADMAP A suite of three papers addressing the Library s Digital Strategy is to be presented to the Board meeting at its meeting on 22 May: BLB 12/29 (a) Digital Activities Overview BLB 12/29 (b) Digital Investment Portfolio BLB 12/29 (c) IT Strategy : Report on progress in Year 1 The Digital Activities Overview paper (and accompanying architecture and governance diagrams) provides a complete high-level view of the major digital activities at the British Library. The Digital Investment Portfolio is a ca 5m annual top-sliced investment fund for the four years, , established to ensure the Library stays ahead of digital developments and delivers our 2020Vision. It comprises four key programmes: Non-Print Legal Deposit ; Digital Content Ingest / Discovery, Access and Delivery s; Web Redevelopment Project; and Customer Management. The paper describes the strategic context, portfolio governance and reporting arrangements, the investment profile, and delivery issues associated with the portfolio. It also sets out for each programme component: the vision and scope; programme organisation, benefits; deliverables and milestones, risks and stakeholder analysis. The IT strategy identifies the areas of focus for developing the Library s IT architecture, systems, services and skills during The report provides a high-level assessment of progress, achievements, challenges, risks and next steps. These papers are attached as pre-reading as is the summary presentation to be used to introduce this agenda item at the meeting. 3. ACTION REQUESTED OF THE BOARD The Board is invited to note and to comment on the paper. Acting Deputy Chief Executive May

2 British Library Digital Strategy to 2015 Phil Spence, Acting Deputy Chief Executive

3 British Library Digital Strategy to 2015 (i) Digital Activities Overview Richard Boulderstone, Director eis

4 We have developed our digital strategy in the context of 2020 Vision and Growing Knowledge The BL corporate strategy Vision: In 2020 the British Library will be a leading hub in the global information network, advancing knowledge through our collections, expertise and partnerships, for the benefit of the economy and society and the enrichment of cultural life. SP1: Guarantee access for future generations SP2: Enable access to everyone who wants to do research SP3: Support research communities in key areas for social and economic benefit SP4: Enrich the cultural life of the nation SP5: Lead and collaborate to grow the world s knowledge base Non print legal deposit programme DCI / DAD programme Web redevelopment project Customer Management programme Newspaper programme IRMDS Digitisation plan Public/ private partnerships for digitisation Digital scholarship Implement delivery through mobile devices 4

5 Digital Activities Investments Composite s Newspapers Non-Print Legal Deposit Component s BL Website Discovery, Access & Delivery Third Party Apps APIs Web Site DIPS PRIMO IAMS External Resources BBC, Brightsolid, etc Core Investments Digital Scholarship Digital Skills IT Strategy CMP IRMDS Middle Ware Digital Content Ingest Metadata Management Digitisation Projects Brightsolid Google Qatar Others Key API Application Programming Interface CMP Customer Management DIPS Digital Image Presentation System IAMS Integrated Archive & Manuscript System IRMDS Integrated Request and Management Delivery System PRIMO Ex Libris Search System Physical Collections Digital Collections Digital Preservation

6 IT strategy, digital skills strategy, digital scholarship Our digital strategy portfolio comprises major cross-library programmes and existing core operations; supported by our IT strategy, digital skills strategy and digital scholarship 2020 Vision; Corporate Strategy Non-Print Legal Deposit DCI/DAD Web Redevelopment project Customer Management Newspaper IRMDS Digital activities and projects led and managed in Directorates Digital investment initiatives Digital programmes, funded separately Operational and technical delivery (eis, S&C, O&S...) Project Project Project Project Project Project Project Business change management Project Project Project Project Project Project Project Operational/ business-as-usual capacity

7 British Library Digital Strategy to 2015 (ii)british Library Digital Investment Portfolio Phil Spence, Acting Deputy CEO Lucie Burgess, Head of Content Strategy, Research and Operations

8 IT strategy, digital skills strategy, digital scholarship Our digital investment portfolio 2020 Vision; Corporate Strategy Non-Print Legal Deposit DCI/DAD Web Redevelopment project Customer Management Digital investment initiatives Operational and technical delivery (eis, S&C, O&S...) Project Project Project Project Project Project Project Business change management Project Project Project Project Project Project Project Operational/ business-as-usual capacity

9 Governance is led by the Executive Team and Board, supported by programme and project structures and given transparency through hierarchical reporting BL Board Executive Team Non-Print Legal Deposit SRO: Phil Spence DCI/DAD SRO: Caroline Brazier Web redevelopment project SRO: Frances Brindle Customer Management SRO: Frances Brindle Board Head of : Lucie Burgess Manager: Terry Chapman Senior Business Representatives Board Head of : Lucie Burgess Manager: Terry Chapman Senior Business Representatives Project Board Head of Project: Graham MacFadyen Project Manager: Adrian Arthur Board Head of Project: Graham MacFadyen Manager: Hannah Jenkins Technical Project Delivery SRO: Richard Boulderstone, Director eis Business project managers as appropriate Project Project Project Project Project Project Project Project Board Project Board Project Board Project Board Project Board Project Board Project Board

10 Our digital strategy has clear stakeholder benefits Outputs Increased: 1. Size and diversity of the born-digital collection 2. Efficiency of ingesting new types of digital content 3. Content preserved for future generations 4. Amount of digital material discoverable online 5. User satisfaction 6. User engagement 7. Digital tools to support scholarship

11 We have budgeted 5.6m in 2012/13 to support major digital programmes 2011/12 Actual 2012/13 Budget eis Resourcing 1,029k 2,178k Non Print Legal Deposit 181k 990k DCI/DAD 113k 411k Web Redevelopment 274k 640k Customer Management 176k 217k Web Archiving 473k 118k Metadata Management - 250k 2013/14 Plan 2014/15 Plan Unallocated - 781k 5,017k 4,934k TOTAL 2,246k 5,585k 5,017k 4,943k 11

12 There are a number of complex risks to manage and mitigate Risk Large project portfolio with significant dependencies and complex overlaps Technical deployment risk immature technologies, lack of BL experience Combined rate of change across all digital programmes and initiatives is too much for operational areas to absorb Lack of eis and business capacity to deliver projects We invest significant financial resources in capability that our users don t want or use Mitigation Perform dependency analysis; look for ways to reduce dependencies De-duplicate project portfolio; re-use technical components ET acts as Portfolio Board Always use pilots before launching full solution Use experience of partners and third party providers Keep projects short to minimise impact of reprioritisation Engender agile, collaborative, experimental approach approach embeds change within the business over time representation from key operational staff s bid for eis resource Business involvement fully costed in business cases ET acts as Portfolio Board approves business cases, reprioritises projects User involvement in testing of new solutions Continue to be responsive to user feedback and market research

13 Our digital strategy is underpinned by our IT strategy, our digital skills strategy and through digital scholarship Our IT strategy will build our capacity, improve efficiency and enhance our ability to deliver IT-based projects Our Digital Skills strategy sets out strategic objectives for skills development, defines the skill and knowledge needed for IT-related activity at different levels and provides an action plan for growing these capabilities The Digital Scholarship team works with curators and staff across the Library on innovative projects aimed at researchers e.g. BL Labs, Pin-A-Tale, digital map collaboration helping to embed new digital techniques and collaborations. Over time, these methods and skills will become business-as-usual.

14 Annex1a. Non-Print Legal Deposit Vision: By 2015 the British Library, working together with legal deposit libraries, publishers and others, will have made a significant contribution to preserving the digitally published cultural and intellectual memory of the nation. This digital collection will enable researchers to explore, discover and create new knowledge, demonstrating the social and economic value of legal deposit. Set-up, pilot and implement with co-operating publishers April 2013? Full NPLD implementation UK websites Web-based publications PDF E-Journals E-Books XML E-Journals Prepare for domain crawl Ingest UKWA websites Implement dark or partial crawl? - t.b.c. Develop discovery & access system Develop document harvesting & password management systems Voluntary deposit already from c.40 publishers Develop e-books ingest strategy Set-up with Portico 2-3 volunteer publishers Scale up ingest systems and architecture Search, discovery & access systems live in reading rooms Prove security and controls Domain crawling Add NLS/NLW selections Engage publishers Yr1: add 200 publishers Develop ingest system Yr1: add 5-10 publishers Integrated search, discovery and access in reading rooms

15 Annex 1b. Digital Content Ingest/ Discovery, Access and Delivery Vision: By 2015, the British Library will have transformed the way in which our digital content can be created, accessed and used. Users will be able to discover, access, share and re-use our public domain digital content, and to discover and access rights-cleared digital content through a seamless user experience. We will support innovative research through our content and services. We will have transformed the end-to-end processes for handling digital content, from ingest into the Digital Library System through to delivery to end-user devices. Acquisition/ digitisation Ingest Preservation Digital Rights Management Discovery Access ECO: Implement new systems to replace the legacy ESTAR system, allow publisher content to be collected and disseminated Permanent Access: Deliver condition report on items in Digital Library System and threats to access Desktop Digital Curator Tool: Provide tools to enable curators to easily digitise content, preserve it and make it accessible Large-Scale Digitisation and Ingest: Provide capability for large-scale ingest to DLS of digitised items Google, Qatar, Find My Past. IAMS: Deliver capability for users to link to digital archives and manuscripts, view hierarchical records, exchange data with partners DIPS2: Improved user experience for digital manuscripts and other digital images, transcription and annotation Transforming Discovery: Pilot studies into full-text search, semantic search; direct access to digital archives and manuscripts Ingest and delivery of multi-media content: Improved ingest, search and access to free-to-air television news, film and digital sound

16 Annex 1c. Web Redevelopment Project Alignment of with the aims and objectives of: The 2020 Vision to improve access and enable research Key British Library audiences: researchers, learners and the public The IT Strategy to prioritise investment and resources In scope: A Global Experience Language to provide a more consistent user experience on the web and mobile devices. A more efficient technical architecture to make management and development easier. More intuitive navigation of British Library collections and services on the web and mobile devices. Enhanced opportunities for creating communities and collaboration around British Library content. TBC for 2014/15: strategic review of search functionality and Explore the British Library user experience. Background image: fragmented and incoherent British Library web estate

17 Annex 1d. Customer Relationship Management Vision: Short term: To improve registration and use of customer data at the British Library. Long-term: To offer customers an improved and seamless online experience across all services; to develop a single view of Library customers; to provide customers with information that is relevant, pro-active and helpful, ensuring that privacy and confidentiality are fully protected; and to manage customer data as a unified Library asset with customer data held in one secure repository. Implementing a single master repository for all Library customer data Implementing a self-service registration portal for all Library customers Implementing a single sign-on infrastructure to provide an improved and seamless experience for our customers which can ultimately be used across all BL online services Ensuring the ongoing guardianship and governance of customer data in compliance with associated legislation Service MBS BLDSS Box Office emktg Social Welfare Readers Self service Registration components CMI Registration CMI Self-service CMI Security Customer data repository Authentication directory CMI master customer data repository CMI authentication directory

18 British Library Digital Strategy to 2015 (iii) IT Strategy : Summary of progress in Year 1 Richard Boulderstone, Director eis

19 IT strategy Based on the Library s 2020 vision and corporate strategy, the IT strategy identifies the areas we will focus on during to develop our IT architecture, systems, services and skills. Summary of Key Messages: We will use business-led programmes to effect major IT change. Increase our IT support and maintenance efficiency by at least 20% Move towards a component-based IT architecture Broaden staff skills and increase flexibility 19

20 Major achievements that have progressed our IT strategy during the last year Established an agreed approach to categorising eis effort spent on support and maintenance vs project work. Established a resource planning process to provide transparency about where eis resource is being spent. Developed a new Business Case template which includes a requirement for eis impact assessment and sign-off before ET review, a new summary dashboard to support project prioritisation, and an entry on whether the project contributes to reducing legacy systems. Identified 12 key skills required to support delivery of the IT strategy and audited skill levels across eis. Identified priority areas for training and secured funding to support a training programme in Implemented first tranche of scalability projects to increase ingest rate into the Digital Library System (DLS) from 10-20TB per month to 40 TB per month.

21 Resource Utilisation By Team & April 2012

22 Key activities planned for Deliver training programme to address the priority skills as identified in the audit. Will re-audit at the end of the year to assess progress in closing the skills gap. Developing better techniques across the organisation to define business requirements so that more coherent and consistent project planning can be undertaken. Implement Service Management techniques to ensure business and technical alignment and reporting