 Good afternoon, everyone. My name is Beth Namachibaya. I'm really excited to see everyone here today and hope that in the session this afternoon, we can actually move through our presentations and have some time to talk about this idea of research libraries, scholarly communications, and digital scholarship, and the ways in which it's evolving. If you can't hear me, raise your hands in the back or touch your ear, and I'll try to speak more loudly. I'm just going to quickly introduce everyone on the panel. There are two presentations this afternoon, a presentation from the University of Illinois and a presentation from Emory University. The first presentation will be myself and my colleague, Rebecca Bryant, from the University of Illinois. The second presentation will be made by Wayne Morse, who is the co-director of the Emory Center for Digital Scholarship. So I'm going to go ahead and get started. At the University of Illinois, we've been partnering with campus leadership to offer a suite of services that focus on helping scholars work more efficiently and effectively in a rapidly evolving research environment. And this presentation describes the newly formed library office of research, the impetus for establishing that office and the campus-wide services that are being shaped by a group of talented library professionals who work at the Library of Illinois, along with scholars across the campus. One of the things that I think is really an important part of this evolving, really fluid atmosphere is this idea of developing a framework that is shareable, that is generalizable, that we as a community of professionals can use as we work with scholars, because this is really integral to the services that libraries provide in a research environment. So the framework for action, which is what we're calling it, is something that we've shaped pretty much through our experience with the foundation rationale that researchers are really central to this effort. And also with the drivers that we need to understand the context in which we're working. We need to analyze or assess how we can be better aligned with that, how we can be better aligned with the evolving scholarship mission, what's the institution's strategy around this, and how do we participate in that as an organization engaged in academia. And we can reflect what we learn about assessing where we are through translational activities that are essentially our services and programs, our opportunities to work with scholars throughout the organization to move their research forward and to preserve it, to provide access to it, and to create new scholarship. So putting this into action as a case study that we describe when we propose this session, we looked at the institutional context. The University of Illinois, and you can see our lovely quad on the heart of campus, is a land grant institution. It's one of three campuses, but this is the flagship campus, established in 1867 as a land grant, and referred to in our strategic plan as a preeminent public research university with a land grant mission and a global impact. We looked at this, but we also thought about the fact that in driving new service development, we began looking a little bit deeper. And this is actually a slide that's a bit doctored from our Office of the Vice Chancellor for Research that essentially looks at Illinois, looks at the student and the scholarly makeup, faculty, graduate students, and undergrads, the fact that there is a very decentralized campus structure with a number of colleges, over 150 programs of study, an R1 institution, research intensive by the Carnegie classification. And something that we've added here is the fact that there are over 6,500 articles published that were indexed in Scopus in 2013 at the University of Illinois at Urbana-Champaign. These sorts of things start to click into focus for us in the library as we begin to think about how does the scholarly communication how does the scholarly communication process link into the way the campus looks at itself in terms of its profile and its valued research output? So in 2014, University Library proposed an administrative restructuring late in the year that focused on calibrating responsibilities across several areas of the library organization. Part of that allowed us to integrate technology throughout what we did in the whole organization. Another part of the reorganization established the Office of Research in the library to align more directly with the campus' research intensive focus. We could see that this was an important element in our growing interactions with the Office of the Vice Chancellor for Research. We had already begun to partner with them and with the Office of the Provost and the Chancellor to establish a research data service. And we were also approached by the Vice Chancellor for Research to establish a researcher information system, which would serve the whole campus. Further, in 2015 and 2016, as the library developed a strategic framework for action, which essentially fuels our programs and decision-making processes, we've identified five areas in which the library's Office of Research is actively working across the library and across campus. And some of these we're still working on. So for instance, systemizing procedures for developing, essentially, teams to support research. A lot of these things, like teams develop in a very fluid and dynamic way. And suddenly, you might find three or four library staff who are working with a group of faculty and other researchers on a project. And it's all very organic. But we realized that we really need to develop ways to stimulate this work, but also to track it within the organization so that we have a really good sense of what we're doing and how we're allocating our resources. We also focused on aligning our service planning in identifying the areas of the Office of Research that exist now. And essentially, focused at using four organizing principles to help scholars create, manage, use, and publish information, to provide instruction and training in using digital scholarship technologies and methods to share those best practices, especially in scholarly communications, and to build research-focused partnerships working with our partners on campus. Now, my colleague, Rebecca Bryant, is going to step in and talk about the Office of Research and Programs and Service Areas. So, hi. Again, my name is Rebecca Bryant, and I'm the visiting project manager for research information systems at Illinois. And I'm going to talk with you a little bit about how all of these goals and vision and is starting to gel and become a reality in Illinois. You can look at it this way. I'm actually going to that we have five programmatic areas under the Office of Research Library. Here's sort of a different look at it. And I'm going to go back to the first slide. Keep this in mind, though, because I think that part of one of the themes I want to communicate is that there's potentially a lot of different brands here. And the communication of what we're doing actually has a lot of benefits by talking about it within one unit. So there are basically five programmatic areas. I'm going to specifically talk about four today. Our Digital Scholarship Center, the scholarly comments, the development of a research data service, researcher information systems, which is my area, and then also the emerging area of scholarly communications and publishing within the library. And we're thinking very much of this as an emerging service category for libraries and that we believe there are a lot of synergies by situating these together and in the future taking advantage of ways to communicate about these together. There also all, as you can begin to see here with the scholarly comments, a theme throughout all of these is that there are also things that we're doing in close partnership with others across campus. The scholarly comments is our local name for our Digital Scholarship Center. It's been around for about four years. That am I right? Yeah. And we have a public space on the third floor of our main library. And the goal is there to facilitate research, primarily among grad students and faculty, but also among undergrads and all sorts of things that are available to users who come to that space support with geospatial information, data visualization, research data, copyright, all sorts of things, survey research, working with large data sets, all sorts of things that researchers in a digital environment may need support with. And the website is there as well. Lots of workshops, lots of training, lots of individual advising on these topics as well. Second area that is actually getting to be close to two years old in its emergence is our research data service. And this is a nice follow-up from the comments from Victoria Stodden just now related to responding to the OSTP memo and responding to the needs to help support and to educate our researchers on good data practices to help them create data management plans, to help them become good stewards of that information and also provide a repository for the long-term curation and management of that information. So you can see the website there. Also, this is to emphasize that this is something that is not simply a library initiative. We have multiple partners on this specific project. Lots of support from the Office of the Vice Chancellor for Research, but also working with our campus IT, working for the National Center for Supercomputing Applications in CSA, Graduate School Library Information Science, as well as the Provost's Office. There are a lot of stakeholders in this issue. The library is providing the main home, the main support and continuing guidance and expertise in this area, but it is not something that we're doing unilaterally. We're doing this as parts of a larger university community. And that project is less than two years old. The first two years have spent hiring staff, developing strategic planning, beginning to also develop our own local data bank or repository, which will launch in the next four to eight weeks, probably. We also have researcher information management systems. And so this is the area that I'm currently working in. And our goal within this is to provide greater collaboration to help support interdisciplinary research, to provide a central database or portal for faculty to go and find partners. And because we're a huge population of researchers on campus, it can be very hard to find somebody on the same campus who may be doing complementary research because they might not be in your department. They may not be in your college. We have probably a dozen different units that do some sort of biological research. It can be really complex. You may not have any way of knowing, except by going to this service. This is something our faculty have asked for. And we are responding to this. I think it's also a really important part of what universities need to be doing for reputation management as well. To serve as a showcase, not only internally, but that it's also a central place that others looking to learn about the Illinois campus can come for information about what are the areas of research productivity and expertise on the Illinois campus. And so we're working collaboratively, again, with the Office of the Vice Chancellor for Research, who is providing a great deal of financial support for this project. We are using the Elsevier Pure Research Information Management System as our basis for this. Our effort here is intended to be comprehensive of all tenure line faculty on campus, as well as the many non-tenure track researchers who also live in institutes like the National Center for Supercomputing Applications or our Prairie Research Institutes and or Beckman Institute. The interdisciplinary and including the humanities, social sciences, as well as engineering and heart sciences. We launched in beta in 2015. And here's a website that can direct you to that. Delighted to talk with you more about this. I'm very excited about this project. And here's the last area I'm going to specifically talk about, and that is scholarly communications and publishing. This is our newest effort to emerge, although parts of it have been here for some time. The part that is sort of pre-existing and that we're looking to grow upon is our ideals institutional repository. So that has been there. But in addition, we're looking to develop scholarly publishing services and support in a library to help support and develop awareness and efforts for open access publishing. And also then to hire additional expertise related to educating our community about copyright, author rights, fair use, et cetera. And so that, again, is our newest area. We just hired the project lead for that over the summer. And we're beginning to grow that effort. I can't yet point you to a specific website for that. But that is something we're very excited to continue to grow. So part of this is that I've mentioned the importance of collaboration across campus. But I think one of the things that's also really difficult is that our faculty, our grad students, and the administrators who we desperately need to partner with to serve our researchers may not think of the library as a place where these services live. And especially at a place like Illinois where we have these amazing collections, they think of us as collections. And so I had a conversation not long ago with someone in our vice president's office about what I'm doing. And she said, well, the library seems like a really strange place for that to live. And I'm like, let me tell you all the reasons why the library is the perfect place for this initiative to live. So we continue to hear this a lot. And so we are, at the early point, as these things develop, to develop communications under this Office of Research umbrella and reach out to numerous stakeholder groups. So here on the left include continuing to engage our vice chancellor for research and the units under it. The graduate college, I think that, especially reaching out to early career researchers, these things, they should start their professional careers with a strong understanding of these things. It is essential for their success in the profession. Working with the provost's office, especially as we see more maturity with things related to altmetrics and other sorts of things, undergraduate research, as well as the research deans across campus, I think a big challenge for us is also working on consistent messaging that they can think of, you know, instead of thinking of all of these different things, you know, the research data service and our research connections, that they begin to see that the library is the home for a suite of services that serve researchers and that that is part of our mission. That includes, one of our first part is just beginning to plug researchers into what are the 10 things you need to know as a researcher and how can the library help you? So this is a continuing effort for us and I think one of our greatest challenges. So here's our contact information. Please feel free to email us or tweet us. And at that point, I'm gonna wrap up and then turn it over to Emery. Glasses on, let's see. Thank you very much. Again, I'm Wayne Morse from Emery University. I'm gonna go through some information about what our center does. We're just about to celebrate our third year anniversary as a formal center and try to tie it in with my colleagues' work on framework because when we first got together and started talking about the presentation, we came up with a whole list of things that both institutions, although very different, were similar in how we tried to address them. Briefly, I'll go back. I'll try to do an adaptation on the Lawrence Lessig Method here to go through some backstory very, very quickly. Get into some key factors and some shared hypotheses that we did with one of our colleague universities in Atlanta and then talk specifically about three types of frameworks, all of which are interconnected on how we operate both externally, internally and what we're calling modern scholarship is really trying to look forward to not only support today's but also the future of scholarship. Just wanted to go quickly back and we were part of the workshop in St. Louis a few years ago. The key parts of this, I think that we live by is that the difference between digital scholarship center as listed here and digital humanities is that wider set of clientele, service mission and a broader disciplinary focus, more of a focus out than focus in, if you will. And we very much live by that. So this is who we are. This is our website. You can go in, you can see some of the key areas. It's digitalscholarship.emory.edu or ecds.emory.edu and we'll make these slides available afterwards. You see some of our areas of focus so I'm just gonna go through real quickly on publication, research and even pedagogy. And also we have to be a resource center as all of these entities are. This is our mission statement that was re-edited by our entire team. And you can see up here, it talks about serving faculty, students and staff, much like my colleagues, get digital tools into their work. And really our staff is made up of 10 FTEs, three librarians and seven full-time technologists. And we have 25 graduate students on our payroll. And without them we could not operate and I'll talk about them later. And also the idea of we have my co-director as full-time tenured faculty in the history department. So it's great that we can tag team on a lot of the challenges we get, specifically around research but also around pedagogy. So we came from five groups that were put together back in 2013. Some of these were which were in existence from the mid 90s. The text analysis shop was early 90s. The digital pedagogy shop was mid 90s. And they brought us all together actually our enterprise CIO and Vice Provost Rich Mandola brought us together. And 2013 to try to create a point of resource for researchers and for faculty who are teaching and also graduate students who are teaching. So this is our space. This is from the outside looking in. You can see it's very transparent, purposefully so. You can't see quite in this slide as it's projected but we have some definitions, words on our windows about what all we do and what you can find inside. Our prime location is in the main library on campus, third floor and we believe that's integral to the successes we had. We don't expect people just to walk right in and say help me with my research project, although they do, but just being there sends a sense of purpose around digital scholarship that everyone who walks down the third floor which is the primary path sees. Here's our layout from coming in down kind of mid left is our entryway but the outside along the curved spaces or outside windows, those are all our full-time employees and librarians, FTEs and librarians. Those middle ones in kind of the blue are our public workstations. We have some meeting spaces, one we call the Aquarium which literally is, you can see from all sides. We have some, an area that a group of graduate students publish Southern Spaces which I'm gonna talk about in a little bit. A peer reviewed open journal, scholarly journal. We also have an AV studio to do voiceover recordings and animations and we've just recently not on this graph added about a 20 by 10 space for our digital lab which our newly hired 3D PhD is in helping us visualize things. So let's look from the inside. You can see it's very open. It's very different than some traditional spaces we see in the library and purposefully so. We build it so people would overhear each other's comments. You can see there's several sets of headphones in that picture which is our adaptation. We had to grow to be able to handle that. But we want the GIS librarians to overhear what the text analysis people are doing. We want these purposefully, these purposeful interactions to happen. In some cases it was a huge transition for people. I'm not gonna lie. But three years then it's worked very, very well. So some of the work we do and I'll try to go quickly through these. The Atlanta study site is a place where articles about Atlanta including all types of media come together. They have an Atlanta symposium and it really brings the focus of the study of Atlanta together. This is one of our most recent projects taking, recreating 1928 downtown Atlanta using Unity 3D engine. And behind all these structures are all the city directories the data from the city directories. Tens of thousands of entries going down to where we have maps to that show where the manhole covers are. We have ethnicity of where people lived which is all part of this, the city directories. And this is an effort to focus on public scholarship really to bring different types of ways to interact with scholarship and scholarly data that you can never get by just looking at thousands of lines of code of the city directories. Southern spaces as I mentioned is that peer-reviewed graduate student led journal. Open access really, they've been in existence now for 12 years doing some dynamic things with media and incorporating very, very interesting issues of the South. We also have a journal that's based on science too. We met with the physical therapist and they wanted to do a journal on the humanity aspect of what they do. Really how to do, how the caregivers survive. And it was very, very fascinating and this is one of the ones, we don't do too many for the medical sciences but this was one that we did do. This I entitled more research because it was traditional research. It was a new faculty member in art history. This is their area of expertise. I was just hired, I happened to talk with her at the new faculty orientation three years ago. She's built this site, she's got three more grants to help build it out more. She's been invited to go to workshops and we just finished a three month long hosting of five different speakers about mapping that she's paid for out of the monies that she's received. So she's really the superstar and we just were there to help facilitate by helping her visualize with maps and with a platform, in this case WordPress to get her message across to her collaborators and to other researchers. We also do digital pedagogy. This is a program we do during the summer to help faculty learn all these tools not only to do their research but their teaching and it's been in existence for over 12 years now. Of course changing with the tools and changing with the environment. And this is the one I wanted to kind of end on as far as our showcase. This was a faculty member who did research on unsolved and unpublished murders in the South and Pulitzer Prize winner and he decided to bring students in to the work. So what he's done is he's, we're teaching the students on how to look at primary research, how to add and contribute to articles and I was just telling my colleagues up here they just recently found a grave of a man who was hung and his daughter never knew where the grave was and his students are out and they uncovered and it's a hand scratched name in a piece of concrete where he's buried and it got some press but it was just fascinating to hear her comments about what this has done for her. This is getting students, undergraduates in this case, access to primary research and really building that basis which I kind of put this as the kind of the gold standard of what we're aiming at blending research and pedagogy together. So that was the background. Fast forward a little bit to last year when we partnered with our wonderful colleagues at Georgia State. They have this great facility which I'm very envious of, this giant visualization space. The one we got together to talk, we thought well we didn't have a space until late and they had this wonderful space and we have all these faculty projects that have gone forever and they're developing new faculty projects so there wouldn't be a lot that we could have in common. It would be kind of hard pressed to find some some continuities between our paths and what we turned out to find was just the opposite. There are some major themes that go through regardless of where we are in kind of our historical track and also taking in our individual institution track of five key identifiers, space, staff, partnerships, process and funding. Now I'd probably argue if I ask and raised hands how many of these are key factors for everybody here and I hopefully would get every hand if we didn't, I'd like to talk to those people. But so we took this and postulated or hypothesized that this would be a kind of a linear path. Once you check one of these things off, you can say okay I've done that, I've got my space, I've got my process and I don't really need to revisit those anymore. I'm gonna continue on through the maturity of the center. But what we found was it was more of a circular path and I just put our circuit diagram down there to show that that each one of these points you have to revisit as your center grows and matures and should one break or should somebody flip a switch you have to go back and kind of rethink that piece of the path. And as more projects come through, I make the analogy that it's just more electricity coming through the circuit. You may need a couple more transistors or something to hold that but it doesn't really change. You can't say I'm never gonna deal with process anymore because it's ever ever changing. So now fast forward to my colleagues here with me today and we were trying to think of some ways to map those experiences on a framework that we use. And I started with internal focus on our framework. We have to have transparency. You can see not only in the arrangement of the physical space, but literally in the way that we record research project assistance. Where the faculty member is, what all we did, where are the GIS maps, where does the database live? Is it in the Amazon space, is it local? Who's done the work on it? So huge transparency to be able to share that across our internal institution. We also have to have transparency on the relationship between us and the faculty. For example, how adept that they are using some of the technologies we have. What is their particular interest in this broader work? What is that criteria? One, two, three, what's their highlights? And that feeds to communications within our internal team and also within the external team. We're actually our own entity within the larger library and information technology services. Umbrella at Emory, so there's the library, there's core IT systems, the PeopleSoft and the network, there's healthcare IT, and there's us. So we are purposefully this small little group in this large, large organization to draw from external assets. So for example, when I need software development, in fact, we have 1.8 FTE right now working on our application development from the IT side of the house. If I need help with metadata, I go to the metadata librarian on the library side of the house. Intellectual property, I go to the library. And this way allows us to be flexible. So we'll have to hire people on when I get a grant or get work and then fire or lay them off. And hopefully the experiences they learn within the center also will equate to something that they can take back to their home institution. I'll talk about some of the challenges with that as well here in a second. And assessment, which is always the key, right? How do you know what you're doing is making an impact? UNC Libraries has this great scholarly metrics page that lists many, many of the factors that we take into account. Award social networking and my colleague, my co-director before I came, he said, make sure you tell them that return business is a key indicator of how much your success is. And we've added think time, not to abuse the Google term, but for our core faculty, every week they have eight hours to think about something that's not related to their, it's not one of their duties. It is related to their work, but it's not one of their duties. Because for us to be innovative and for us to look for new ways and new platforms to publish and do our work on, I've got to free up some cycles of the team. And we have brown bags where they come back and they share what they found every semester. And actually, this will be the first time in the end of this fiscal year, which I will have that as one of their criteria for their evals. What did they bring back as part of their think time? And that can be one of the indicators. And it's an experiment, we just tried it, so we'll see how it works. Externally, like I mentioned, we are just one entity in a larger organization. So we have to have those relationships, we have MOUs with other groups, we have MOUs with our faculty project, proposers, and with our graduate project, proposers as well. My faculty co-director is key, I can't say enough about the value of having a tenured faculty member there. Not only to kind of get the word out, but we just had a challenging discussion about a 3D project with a faculty member. And for him to be there and talk about what they were trying to do with their research was indiable. So it's been a very, very good, he's 60% still in history and 40% with the center. Partnerships, we have librarians be consultants on our project eval meetings. We have subject matter librarians come in who have been working with the faculty, we all sit around the table and say, is this a good project or not? What do we need to do? So in the consultation phase there, and in the production phase, as I said, phase, as I said, to work with the people who digitization, the people who help us with our programming, the storage folks, the archival folks, impact again is a key thing. In this case, with external focus, it's been where work that we've done has been so successful that I've been having to ask for more time from people. So with resource scarcity, you can imagine how some of those asks kind of have to be changed as far as time phase. I can't always get everybody I want to be able to work on a project when I can. So we kind of have to be flexible on that because things are so resource tight right now. And then archiving, we're at our library, we're working towards HYDRA. I know a lot of digital scholarship centers offer library repository as a carrot to get faculty projects in, and open resources to OBRs and things like that are things that we're gonna take full advantage of to be able to share some of these things outside of our institution. And lastly, for me, the link to modern, what we're calling modern scholarship. With some of our principles that we're practicing around, the idea of public scholarship, taking hidden collections and bringing them forward, visualizing materials that we may not have copyright for, but yet adds a new area of exposure to researchers and scholars. Student engagement is also a big one. The ability to have undergraduates, we have a whole program where they get micro-credentials for finishing different levels of achievement. And it's been very, very successful in the fact that we get relatively cheap and quantified labor for our projects. And they get to put things on their CV that say, I worked on this project and here it is online. And in fact, I was a project coordinator for it. And I can tell you exactly the dynamics that took place in that meeting. And cross-institutional partnerships, like I mentioned with Georgia State. And our colleagues here, we have two ongoing projects right now. And hopefully have many more. In fact, we're opening that one virtual Atlanta to crowd sourcing. So we hopefully get a lot of people to work on that. Those seem to resonate to the funders today. And I know it's very, very tight to get funding with some of the agencies right now. But we've been very blessed with the, lately the Voyages Project, the slave trade tracking project that we're redoing. That has received a NEH grant to actually redo the whole thing. With innovation, we're moving to the cloud now. We're moving actually production systems to the cloud in the Amazon space. For example, our Southern Spaces journal recently updated to Drupal 7. And they were about to go live. They switched it all on. It was up in Amazon web space. They had made a last minute change. Of course, that broke one section of the site. So they quickly sent us a copy without it. My colleague, my coworker spun that up on another instance in AWS, switched the other one off. And within 20 minutes, we had a brand new instance up and running that was functioning correctly. And even with virtual machines, that would be tough to make that 30 minute timeline and have that flexibility. And of course that equates the cost. So be able to switch things off when you don't need them and spin them up when you do has been a huge cost factor. And resource constraints, like I mentioned, sustainability, even with the voyages project, that was done in 2007. So now it's 2016. And we're trying to figure out for care and feeding of these projects that we have in-house, how do you fund for the next change in 2024? How does that work? What's it gonna be like? We try to empower most of the faculty to take their projects and go with them. We give them sustainable platforms. We're there to help, but we can't maintain all of these projects in-house because we wouldn't have any bandwidth to do anything else. And that really speaks to innovation. Being able to be agile, innovate, bring in new thought, try things, be willing to fail sometimes and record that, but be willing to be able to move and bring things through existing platforms using our resources across the university to really make it work. And I think, is that it? So, that's my contact information, digitalscholarship.amory.edu, or ecds.amory.edu, and Wayne Dotmorse of Emory and I'm happy to answer questions and give more information. There's lots more information about our projects on our website. So, with that, you wanna open it up to questions, comments, concerns. Thank you.