DuraSpace and VIVO. Jonathan Markow. Chief Strategy Officer DuraSpace August 23, 2012
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1 DuraSpace and VIVO Jonathan Markow Chief Strategy Officer DuraSpace August 23, 2012
2 Agenda 1. DuraSpace? Who are these guys?! 2. Open Source Software Is it viable? 3. Sustainability models for Open Source 4. The VIVO/DuraSpace relationship
3 Committed to providing open source technologies and services that promote durable, persistent access to the scholarly record.
4
5 The DuraSpace Global Network 1,500 organizations Worldwide
6 Benefits of a Repository Content item is complete and can be easily restored from a backup Associated metadata Content item has unique identifier, that does not change over time Content item has an audit trail Content item can be versioned Content can be assigned rights and an owner Tools in place to preserve content over time
7 DSpace Features End user feature-rich Turn-key application Open Access Library IR
8
9 Fedora Features Flexibility Service Oriented Durability Semantic Linking Scalability
10
11 Duracloud Online backup and preservation using cloud technology Integrated with DSpace and Fedora, and can work with any CMS or file system
12 DuraCloud for Research Project data safely backed up at the source Metadata captured and enhanced Cloud-based services for management, analytics, data visualization Partnership with data managers and curators Preservation in the cloud
13 DuraSpace Role Advance our open source software platforms to respond to our communities needs Educate our community on how to take steps in preserving and persisting their digital content Offer services to provide a pathway for smaller institutions to get started Bring together our community partners to discuss and collaborate on key topics
14 DuraSpace Structure 501(c)3 non-profit Board of Directors Not a membership organization
15 DuraSpace Resource Allocation Strategic and operational oversight Communications and marketing Community development Technology Leadership Building/supporting services DuraCloud DuraCloud for Research Professional development
16 Services DuraSpace provides for open source projects Technical leadership (DSpace, Fedora and DuraCloud) Mentoring Technology expertise Cross project coordination Organize software release management
17 Services DuraSpace provides for open source projects Legal and administrative home for software Legal Licensing Admin support (financial, payroll/hr) Grants
18 Services DuraSpace provides for open source projects Management of developer resources Wiki Mailing lists Repository Issue tracking
19 Services DuraSpace provides for open source projects Marketing communications and outreach International exposure Twitter accounts Blog Press Monthly digest Interactive webinars Recognition Advocacy
20 Services DuraSpace provides for open source projects Community development and programs Governance Webinars Education Peer Support Conferences Service providers Strategic planning
21 Key Initiatives Advance DSpace and Fedora platforms Working with strategic partners (Sponsors, committers, service providers, DCAT members, Hydra community) Explore managed projects for each platform Start to discuss the next generation
22 Sidebar: What is a Managed Project? Limited duration Proffered resources In-kind or financial Directed development Representative steering committee Stakeholders Committers DuraSpace
23 Key Initiatives Continue development and growth of cloud based services Preservation services Repository Services Research Data Management Video Management
24 Key Initiatives DuraCloud for Research
25 Key Initiatives Build full offering of educational resources, webinars and courses
26 Open Source Software Is it Viable?
27 Open Source Advantages Freedom High Quality Excellent Security Community
28 Myth #1 If we adopt open source software, we ll be at the mercy of crazed hackers!
29 Contributors earn trust and build reputation Developers usually have the support of their employers Communities are self-policing
30 Myth #2 If we go with open source, I won t have a throat to choke!
31 Options for throat-chokers Commercial service providers
32 Myth #3 Open source is more risky because the project / software / community could just disappear!
33 Not likely, but loss of momentum is a risk Consider the mitigating factors And don t forget the track record of proprietary systems!
34 Myth #4 Open source must be less secure. Anyone could just add malicious code!
35 That s not the way it works! Protected repository Trusted committers Many eyes on the code Malicious code is hard to inject. (Unintentional vulnerabilities are easier.)
36 Myth #5 We can t implement open source software because we don t have the resources to contribute back to the project!
37 Consumer vs. Creator Many options for helpful participation
38 Myth #6 If it s open source, I won t be able to get support!
39 Plenty of companies earn a living providing service for open source products Service level agreements
40 Open Source Models Open Core For-profit vendor owns the intellectual property Core open source application is accompanied by proprietary version, which comes with licensing or support fee e.g., Community vs. Enterprise versions Requires dual licensing Key risk: Could be insular, self-interest outweighs community
41 Open Source Models Traditional Meritocracy Transparency Open to all Volunteerism User/corporate sponsorships Key risk: Deliverables not iron-clad
42 Open Source Models Community Source e.g., Kuali Model Decision makers invest in a seat at the table Managed resources Hierarchical, directed development structure with more predictable outcomes. Vendor partners contribute Key Risk: Diversity may be limited
43 Open Source Models Traditional/Community Hybrid Volunteer base Many elements of traditional model (meritocacy, consensus driven, transparent, etc. Directed development at key stages of the project lifecycle Governance that srepresentative of community Key Risk: Some traditional risks
44 Vendors are our Friends! ( but lock-in is bad!)
45 Open Source Models We work closely with commercial partners Vendors are part of the community Contribute to projects Provide services to users May license proprietary add-ons
46 Sustainability models for Open Source projects
47 To be sustainable a project must meet its own costs. -OSS Watch, However, there is more to sustainability than cost. -Markow s Corollary
48 Staffing Jasig 1 F/T executive director; no paid project staff Kuali 3 foundation resources; paid project resources Sakai 3 (?) foundation/project resources; DuraSpace 10 organizational resources (central, services, projects)
49 Sustainability Strategy Jasig* Membership model Kuali Projects funded by institutions, also contribute to foundation Sakai* Membership model * Plan to merge this year
50 DuraSpace Sustainability Strategy A Closer Look
51 1200 Number of DSpace Instances January 2008 thru Sep Dec-03 Feb-04 Apr-04 Jun-04 Aug-04 Oct-04 Dec-04 Feb-05 Apr-05 Jun-05 Aug-05 Oct-05 Dec-05 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-07 Apr-07 Jun-07 Aug-07 Hundreds of new organizations install DSpace each year for their Institutional Repository
52 Instances Around the World 2% 1% 6% 4% 9% 24% 26% 28% Asia Western Europe North America South America Eastern Europe Africa Australia/New Zealand Middle East
53 Revenue Sources 2009 revenue source 0% 0% 2010 revenue sources 3% 23% 77% Moore Grant Other grants Sponsorship Services 31% 14% 52% Moore Grant Other grants Sponsorship Services 2011 revenue sources 5% 20% 29% Moore Grant Other grants Sponsorship Services 46%
54 Revenue sources projections 19% 42% Moore Grant Other grants Sponsorship Services 39%
55 DuraSpace Sustainability Strategy Increase our value to the community by adding services, making it simpler to learn and use our technologies, and adding new software projects to our portfolio
56 Tactics Continue to support our existing projects, helping them to thrive Develop related services that will provide value to the community and generate revenue Look for software projects that align with our mission and benefit from our strengths Continue to build partnerships that strengthen our community Support education, training, professional development initiatives
57 New Initiatives Education, webinars KnowledgeBase Improve DuraCloud services (more automated, lower cost) Expand DuraCloud services (DuraCloud for Research) Introduce corporate sponsorship DuraSpace Project Incubator
58 The DuraSpace Incubator Uses the Apache and Jasig models as a starting point Projects are mentored by DuraSpace Projects work towards best practices, governance, sustainability End of process is status as officially recognized project
59 DuraSpace Umbrella Services Legal Licensing Governance Developer resources Mentoring Technology expertise International exposure Contributors Recognition Marketing and Communications Webinars Education Peer Support Conferences Community development Service providers Admin support Grants Advocacy Strategic planning
60 Advantages to DuraSpace Broader community support New technologies of interest to DuraSpace community (e.g., VIVO: semantic web, linked open data) Technology synergies (e.g., Fedora) Attractiveness to corporate sponsors Wider base of developers Management and overhead cost efficiencies
61 Incubation Process Project strives to meet incubation criteria vis-à-vis best practices, licensing, broad committer support, etc. Project community supports DuraSpace contributions Project works with DuraSpace to develop sustainability plan
62 DuraSpace & VIVO
63 VIVO Planning Activities Roles and Responsibilities Governance Working groups Advisory bodies Work objectives and plan Costs Revenue streams
64 Roles and Responsibilities Part-time VIVO staff positions needed for operational roles DuraSpace contributions Strategic planning Business development Marketing and communications Community development Technology best practices Admin support
65 VIVO Costs DuraSpace staff effort Dedicated VIVO staff - Administrative support from DuraSpace, sourced by VIVO VIVO in-kind staff hosted at contributing institutions Other costs (travel, marketing, event coordination, sponsorship campaign)
66 Potential Revenues Grants and contracts Hosted services Corporate sponsorships Registered service providers Conference/event sponsorships Community sponsorships
67 Next Steps Joint announcement on intent Software development VIVO attracts founding partners to support its startup period (Initial fund-raising success will trigger the start of incubation for VIVO) Strategic planning Mentoring (governance, best practices) Business development Community development
68 We Need Your Help! Do you use VIVO? Support VIVO! Become a Founding Sponsor!
69 Questions
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