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Assessing long term access from short term digitization projects
Last Updated on Tuesday, 14 December 2010 16:29
Appropriate and timely examination of the digital preservation plans of digitization projects can have a lasting impact. Projects may not know or understand the risks they run. Simple assessment can help them identify and address these risks sooner rather than later.
Digitization projects often - and sensibly - start by establishing and meeting the needs of a modern user community and are mostly funded over a short term. But the outputs from digitization projects are likely to be valuable in the long term, so how can we take steps to make the outputs of digitization robust in the long term? This case note reports some work undertaken by the University of London Computer Centre in assessing the long term plans of 16 digitization projects, providing a basic survey tool to help funders and project managers alike to relfect on the long term preservation plans.
Full Text of Case Note now available here [pdf]
Practical Preservation: West Yorkshire Archive Service accepts a digital collection
Wednesday, 27 October 2010 11:16
Nobody has the perfect answer to digital preservation for every case. If we try we may fail; if we don’t try we will certainly fail.
Digital Preservation can be intimidating for organizations which have previously been used to managing and collecting paper archives. In this case note, staff from West Yorkshire Archives Service report on their experience in taking their first large digital archive. This made them confront new problems and new ways of working, they conclude that If we try we may fail; if we don’t try we will certainly fail.
Full text of Case Note now available here.
Small Steps - Long View: how a museum service turned an oral history headache into an opportunity
Last Updated on Wednesday, 27 October 2010 11:31
The benefits of digital preservation can be expressed in terms of new opportunities they create in the short and long term. Even relatively simple steps can bring early rewards if properly embedded within the mission of an organization.
This case note examines Glasgow Museums' approach to its large and growing digital collections. It describes how some simple steps in addressing digital preservation have created short and long term opportunities for the museums. They used some very traditional simple and well know approaches - creating an inventory, assessing significance and promoting access - as the basis for building confidence to manage the wider challenges they face.
ASR2: Using METS to keep data and metadata together for preservation
Last Updated on Wednesday, 28 July 2010 11:45
Long-term access is improved when content and metadata are wrapped in a single package. In this way data managers will be able to access technical and administrative information with the content. The METS standard can help achieve this.
This case note examines the 'Archival Sound Recordings 2' project from the British Library, noting that one of the challenges for long term access to digitised content is to ensure that descriptive information and digitised content are not separated from each other. The British Library has used a standard called METS to prevent this.
Welsh Journals Online: Effective Leadership for a Common Goal
Last Updated on Wednesday, 16 June 2010 08:57
Long-term access often requires co-operation from many staff. There is a risk that responsibilities are unclear. Consequently it is important that a senior member of staff is charged with delivering an organization’s digital preservation strategy.
This case note examines a complex digitisation project at the National Library of Wales from the perspective of the organisation. There are many parties with an interest in digital preservation and many different skills are required. This creates a risk which can be managed where an organisation is clear about where responsibility lies for preservation actions. The solution in this case was to nominate a single senior member of staff as the lead officer for digital preservation and allowing them to work across different sections of the institution to achieve a shared goal.
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