Restoring Trust Relationships within Collaborative Digital Preservation Federations

4th International Conference on Open RepositoriesThis presentation was part of the session : Conference PresentationsDate: 2009-05-19 01:00 PM – 02:30 PMThe authors extend their process for creating and establishing trust relationships to include steps for restoring trust relationships after catastrophic events. Part of this model will include best practices for business continuity relationships and will integrate trust models from Holland and Lockett (1998) and Ring and Van de Ven (1994) and how they can be applied to a process for trust restoration after periods of disaster or critical data loss. These models provide key frameworks for understanding how trust can be utilized for collaborative start points as well as for collaborative recovery points from physical natural disaster or critical data loss

Contemporary Archival Appraisal Methods and Preservation Decision-Making

Archival administrators are beginning the search for administrative tools that rationalize difficult preservation priority decision-making processes. Some are suggesting that the new appraisal literature be evaluated for its application to preservation selection. This article reviews the literature covering archival appraisal\u27s role in the process of selection for preservation in archives, and addresses recent efforts to create archival preservation assessment and selection tools. It also provides overviews of some modern appraisal models which are intended for collections and preservation archivists who are working with selection-for-preservation issues. The author suggests that archivists need to concern themselves less with implementing preservation selection tools. They must concentrate first on understanding the values that make archival records significant, and then rationalize their preservation selection decision-making processes. Then, and only then, should the decisions\u27 hierarchy and flow be incorporated into a preservation assessment and selection tool that is adaptable to individual archival institutions, yet consistent enough to yield comparable data

HUBS AND CENTERS AS TRANSITIONAL CHANGE STRATEGY FOR LIBRARY COLLABORATION

Libraries of science and technology universities worldwide are adapting to a changing environment where cyberinfrastructure, eResearch, and new technology-intensive approaches to teaching and learning are transforming the very nature of universities. While many have adopted new technologies and the resources and expertise to manage them, this is only an initial step. Libraries are experimenting with organizational models that will transform their work capacity and expertise. The goal of these libraries is being an entity that feeds and produces collaborative synergies between faculty, students, information professionals, and technologists. Virginia Tech, among the top research universities in the United States, and its constituent libraries are adopting a unique organizational change strategy that implements eScience and cyberlearning roles. This two-part strategy begins with establishing ‘hubs’. The hubs are collaborative, cross-departmental groups in which library employees of varying backgrounds and skills come together on common themes of strategic importance. The hubs act in one sense as a ‘research & development lab’ to explore, imagine, and brainstorm new library initiatives as well as engender deeper understandings of the university’s core academic enterprise. They also are a ‘strike force’ that implements, supports, and assesses emerging library roles in relation to the institution’s academic mission. In these ways, hubs also create learning and scholarship opportunities for their participants beyond the individual task-oriented projects. The second part of this strategy involves the establishment of research and service centers. At Virginia Tech, these are the Center for Innovation in Learning (CIL) and the Center for Digital Research and Scholarship (CDRS). These centers are designed to incubate and sustain new collaborative synergies between libraries, researchers, instructors, and learners by providing expertise, resources, and new infrastructures to address specific academic research-based needs. The centers become focal points for library action, focused on learning and research activities within other university entities. Benefits to library employees come in the form of scholarship and research with potential for collaboration and new initiatives as relationships grow among project participants. The authors will discuss transformational aspects of the change management model, with lessons from their early experiences. They also will discuss how the model can be adapted by other libraries of science and technology-centered universities