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LIBRARY COMMITTEE

Friday 17th January 2020

Library Service Catalogue

Description of paper 1. The paper provides reports on the services currently being delivered by the Library. There is a report on the last complete year of activity for each service, a selection of KPI’s and details of plans for future developments. Action requested 2. The Committee is asked to review each report, and consider the questions included within each report. The Committee is in particular asked to highlight whether they feel there are any gaps in services being provided or strategic initiatives being delivered and whether they feel the information they are being provided with allows them to understand the range of activity being undertaken by the Library. Recommendation 3. The Committee is asked provide observations and feedback which can be used by the Library either to improve services or ensure strategic initiatives are aligning with University priorities. Background and context 4. The Library developed a new three year plan in 2016-17 under the heading of Library: National and International Leadership. The Library at the same time worked with colleagues in Information Services to develop a defined set of services to be included in the full Information Services Catalogue. Details of the strategic themes developed under the heading of Library: National and International Leadership and the services to be included in the new Service Catalogue were presented to the Library Committee at the strategic Committee meeting in December 2017. The Library is currently developing a new strategy in response to the University’s new Strategy 2030. 5. The Library is committed to operating in a transparent manner. We aim to provide the Library Committee with the details it needs relating to our strategic activities and our services so that it can comment on and contribute to the development of our work. Discussion 6. The Committee is invited to discuss and comment on the individual reports presented for each service, and consider questions posed within each report. The views presented by the Committee members will be used to help improve our services.

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Resource implications 7. We recognise that any suggestions for improvements or changes to services may have resource implications. We have an opportunity as part of the current University planning round to bid for additional funding if it is viewed to be necessary. Risk Management 8. We see the provision of regular reports on our services as an important way to mitigate the risk that we are not providing what the University needs or are not supporting the overall strategy of the University. The aim is be transparent and allow the Committee to scrutinize the work of the Library. The risk is that we do not provide the information in the format the Committee needs to carry out this work. Equality & Diversity 9. Any changes to existing services may require the creation of new EqIA’s. These will be created as and when needed. Next steps/implications 10. The record of the discussion of the Library Committee will be reviewed by each service owner to identify where it might be appropriate to alter service offerings. Consultation 11. The reports which make up this paper are being circulated to all College library committees for comment. Further information 12. Authors L&UC Project Owners and Service Managers January 2020 Presenter Jeremy Upton Director of Library and University Collections 14th January 2020 Freedom of Information 13. This paper can be made openly available. .

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Service: Makerspace 2018-19

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Service Makerspace - uCreate Studio Service Owner Kirsty Lingstadt Service Manager Mike Boyd Programme Owner TBC Programme TBC RAG status Green

Level of investment Year Staffing Equipment consumables Misc. Total 2018-19 £83,465.64 £84,458.19 £11,746.99 £2,902.50 £182,573.32 2019-20 £118,300 £53,600 £15,560 £6,840 £194,300 2020-21 £143,410 £30,000 £15,560 £10000 £198,410

uCreate Studio received £30,857.19 additional funding in Q4 18/19 – assigned to the project from underspend elsewhere (£5k L&UC; £20k EFI; £5857.19 CDCS) This was used for additional equipment procurement to allow for expansion into room 1.11.

Review of 2018-2019 The key focus of 2018-2019 was on transitioning from pilot into service following the securing of funding from 18/19 through to 20/21, key activities as follows:

A) An in-depth review of the uCreate Studio service was carried out from December to May. The Review provided recommendations for improving the service model and informing our expansion activities.

B) Staff provision was expanded significantly from 1 part time manager (0.6 FTE) and 3 student staff (0.2 FTE) to a F/T manager, 1part time coordinator (0.6 FTE) and 8 student staff (0.2 FTE) allowing for: • 50 hours of staff support per week within the Central Library Makerspace (10am – 8pm,

Monday to Friday) • The introduction of daily inductions and staff specialisms, allowing for makers to gain

more advanced training and support across all studio technologies (Digital Manufacture, 3D Scanning, Electronics and AR/VR)

• The development of a user support app “uCreate Hub” to allow users to benefit from increased self-service support.

C) There has been a significant increase in the provision of curriculum-based sessions, with 32 curriculum embedded workshops delivered to classes and cohorts from all 3 colleges. These sessions were developed in partnership with course leads to ensure the skills and technologies students are trained in are directly relevant to their academic studies.

D) Significant investment in expanding equipment provision in preparation for studio expansion into an adjoining room in summer ’19. • New processes and technologies have been added to the service-offering including Laser

cutting, casting, holography, motion capture and photogrammetry.

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Service: Makerspace 2018-19

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• Existing processes and technologies have been expanded and updated including doubling 3D printer provision, assembling loan kits for electronics and VR, Upgrading 3D scan provision and computing hardware and the deployment of a cutting edge VR space “the holodeck”.

Key figures for the year are as follows: • 510 self-service inductions were delivered. This is up on the 480 projected. The active

self-service user base was at 927 by July 2019. Membership is diverse in origin (all 21 schools have members) and University demographic (approx. 60% UG, 30% PG, 10% staff/other). Induction numbers are heavily weighted to the second half of the year, reaching an average of 51 new inductions per month from February to July reflecting the increased staff resources and marketing activities with the transition into service staffing.

• 135 workshops were delivered, with 1808 attendees. This is down on the 228 projected. Several factors contribute to this reduction vs projections:

o Stricter guidelines for community sessions hosted in the makerspace. o Efforts to promote use of the Digital Scholarship Centre. o A later start than anticipated for workshops delivered across the distributed

campus.

KPIs and objectives for 2019-2020 • Expand into adjoining room (1.11) in the Main Library. • Recruit an AR and VR specialist to the Makerspace team. • Reform the Makerspace Steering Group. • Test deployments of distributed campus 3D printing in pilot locations (Central, Kings

Buildings and Easter Bush). • Make studio electronics and VR loan equipment available from Library helpdesks in pilot

locations across the distributed campus. • Continue to provide 50 hours of staff support time within the Main Library Makerspace. • Increase active self-service user membership to 2000. • Plan for the establishment of a second uCreate Studio Makerspace within Kings Buildings

Campus (from 2022 onwards).

Question for Library Committee:

1. Do you feel that this service is meeting the needs of your constituents? 2. Do you have any suggestions for improvements to or developments for this service?

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Programme: Shared Services - Repository Service

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Programme Shared Services - Repository Service Service Owner Kirsty Lingstadt Service Operations Manager Ianthe Sutherland Programme Owner Jeremy Upton Programme Shared Services/Core RAG status Green

Level of investment Repositories

Year Starting Balance Income Expenditure 2017-18 £6,787 £43,158 £44,791 2018-19 £5,154 £83,806 £38,329 2019-20 £45,477 £73,971* £86,227

* This is based on the income from the existing 6 partners of the SCURL Shared Services Repository Group and the Research Scotland Consortium partner bringing on an estimated 3 new members in 2019-20. Financial Summary 2018-19

Budget Spend to 31 July 2019 Underspend £83,806 £38,329 £45,477*

* This large underspend covers an extra developer contracted until the end of March 2020. The dedicated SCURL repository developer only started in post in March 2019 although budgeted from August 2018.

Review of 2018-2019 Repository Shared Service 2018-19 This service provides a DSpace repository solution for universities and other institutions that are part of the shared service being offered under the umbrella of the Scottish Consortium of University and Research Libraries (SCURL) Currently the following institutions are involved: University of St Andrews, University of Aberdeen, Heriot Watt University, Queen Margaret University as well as University of Edinburgh and a research consortium - Research Scotland led by the Royal Botanic Garden Edinburgh. The service continued to provide agreed level of support to all its members during the year and notable achievements of the last year were

• All DSpace instances now upgraded to version 6.3, allowing 2019-20 to focus on development requests from partners.

• Extended DSpace to allow minting of DOIs from collection level. • Ability to embed the Institutional Repository Usage Statistics UK (IRUS) statistics within

DSpace.

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Programme: Shared Services - Repository Service

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• Brought on new partner, the Research Scotland Consortium. Their repository installation will host government funded institution open access publications. Each institution will be a community in their DSpace instance. Initial founding partners are the Royal Botanic Gardens and the James Hutton Institute with SASA (Science & Advice for Scottish Agriculture) and Marine Science Scotland due to be added in spring 2020.

KPIs and objectives for 2019-2020 The aim for 2019-20 is to continue to offer the two existing shared services. The repository service (DSpace) aims to undertake:

• ORCID integration within DSpace o Will allow deduplication of authors imported from PURE

• Item level IRUS statistics displayed within DSpace • Map additional PURE fields within DSpace • Add REF information to submission for administrators for non-PURE partners • Represent the partners at Open Repositories 2020

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Service: Library Find It 2018‐19

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Service Find It Service Owner Jeremy Upton Service Manager Kirsty Lingstadt Programme Core RAG status Green

Level of investment

Year Software Staffing Total Costs 2017‐18 £234,150.18 £204,800.89 £438,951.07 2018‐19 £234,427.25 £220,402.38 £454,829.63 2019‐20 £239,115.80 £229,071.72 £468,187.52

Currently L&UC receive £52,000 to support the Alma Ex‐Libris software from central funds. Application and support is provided on an annual basis. Forecast based on 2% uplift. Financial Summary 2018-19

Budget Spend to 31 July 2019 Underspend £454,829.63 £447,397.47 £7432.16

Review of 2018-2019 The FindIt service provides discovery of the collections through two core online sites : DiscoverEd (https://discovered.ed.ac.uk) a hosted service from Ex‐Libris focusing on books and digital resources within the library Collections (https://collections.ed.ac.uk/) developed in‐house focusing on, archives, art, museum, rare book and other collections. These sites enable users to consult material in physical or digital format for a variety of purposes from research to learning and teaching. DiscoverEd

• Tweaks were made to improve DiscoverEd functionality following the output of the Innovation Fund project on DiscoverEd usability

• Testing was carried out to prepare for the move to the new version of the Primo VE front‐end. This resulted in delaying this move as we realised a lot of customised functionality would be lost as well uncovering performance issues which are currently being investigated by Ex‐Libris.

• Work was carried out by a contractor to enhance the content displayed by the walk‐in kiosks taking advantage of the e‐resource licenses allowing library visitors access to content on site. We are now able to offer external users access to significantly more of our licensed digital collections.

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Service: Library Find It 2018‐19

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Collections

• The functionality of the collections.ed.ac.uk platform was enhanced over the 2018‐19 year.

o The Art, MIMEd, Public Art and St Cecilia’s sites now receive automated data from the Vernon API (Museum collections content system) to ensure they are kept up‐to‐date with the Vernon CMS where data is edited. This was a result of upgrading Vernon to version 12, which introduced the API.

o Additional analysis and development work took place on improving the search functionality across collections.

• An options appraisal project (DLIB001 as part of the Digital Library Programme) was undertaken to assess digitisation workflows, reviewing (among other things) the Digital Asset Management System (LUNA).

• The Collections as Data project (DLIB002 as part of the Digital Library Programme) was undertaken to assess the potential of making collections datasets available to researchers.

• Good use was made of our datasets by postgraduate students ‐ noticeably in the work of Lucy Havens (visualising and ‘physicalising’ the Musical Instruments collections) and Julia Dixon (using Google Vision to assess our image collections).

• Maker Space 3D content in SketchFab became available in the Art Collection on collections.ed.ac.uk

• Significant development took place on the existing Exhibitions site ‐ mainly an overhaul in the UX of the application. https://exhibitions.ed.ac.uk

• The following new sites were released to live on the Collections platform: o Scottish Jewish Archives Centre (https://sjac.is.ed.ac.uk) o Coimbra Collections (https://collections.ed.ac.uk/coimbra‐colls) o Geology (https://collections.ed.ac.uk/cockburn) IIIF was a key component of the above sites.

• IIIF development also moved forward noticeably. o Innovation in IIIF AV exploration took place to generate IIIF v3 manifests for AV

Musical Instruments content. • The Archives Space tool was upgraded to v.2.6, offering improved search functionality. • The LUNA software was upgraded to v7.4.3, allowing more granular views and use of

better zoom through the Mirador viewer. KPIs for 2018-19

2016‐17 2017‐18

2018‐19

DiscoverEd – no of total sessions 2,595,410 3,841,194 4,144,786 DiscoverEd – no of basic searches 6,494,961 7,625,092 7,545,358 Collections – no of total sessions 38,116 35,602 32,431 Collections – no of page views 197,700 175,569 154,110

KPIs and objectives for 2019-2020 • An upgrade/replacement of the underlying Collections infrastructure

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Service: Library Find It 2018‐19

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• Funding of £22,000 was secured from the SFC to develop museums sites. In the

2019/20 year, this will be used to finance the overhaul of the St Cecilia’s Hall visitor experience (website/app) and the development of a new site for University Museums Scotland (UMIS), as well as an overhaul of the Anatomy and Geology web presence.

• A new repository is in development to allow all digitised content from the LUNA image management system to be expressed as IIIF manifests, for use illustrating Archives Space and Primo content through a number of viewers. It will also provide an endpoint for third parties. It will be launched in the 2019‐20 year.

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Service: Get It 2018-19

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Service Library Get It Service Manager Elize Rowan

Programme L&UC Service Service Owner Hannah Mateer RAG status Green

Library Get It This service entry in the Service Catalogue covers a number of services, which together provide the resources required by University of Edinburgh staff and students. Services are funded through core L&UC salary budgets and through the Library’s Material Budget. Level of investment The Library Materials Budget allocation for 2018/19 represented an increase of £508,217 (6%) on the allocation for 2017/18. As part of the planning round process for 2019/20 all Units and Colleges including Information Services were instructed to make savings against their previously agreed budgets. The University needs to respond to the budget uncertainty generated by external challenges such as Brexit and increased pension costs, and in order to provide more financial security the University is aiming to generate a surplus of between 3-5% in 2019/20. The University Executive has also identified that money needs to be set aside from existing budgets to fund specific projects, activity and services under the Student Experience Action Plan. The Library Materials Budget was not exempt from the University-wide reductions.

2017/18 2018/19 2019/20

Library Materials Budget £7,922,000 £8,430,217 £8,180,661

In summer 2019 the Finance team were instructed by University Auditors to introduce a change to subscription accounting processes meaning that payments of subscriptions are now spread across the period for which that subscription relates. This was only implemented at the end of financial year 18/19, which resulted in £1.53M of subscriptions spend in 2018/19 being accounted for in 2019/20. A more thorough review was conducted by Finance and in Aug / Sept 2019 £1.98M was identified which we had been expecting to pay in 2019/20, and which now must be accounted for in 2020/21. Because of this change in financial processes, the Library Materials Budget has less committed spend on recurrent subscriptions in 2019/20 than anticipated. This means that in 2019/20 an additional £464,787 is available for spend across the budget and the expected negative impacts of the budget reduction noted above will not be realised. Library staff are working closely with academic colleagues to ensure the effective spend of the budget in 2019/20.

Review of 2018/19 The Library Materials Budget for 2018/19 and associated services again effectively supported students, academic colleagues and the wider user community.

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Service: Get It 2018-19

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In 2018-19: • 88% of the Materials Budget was expended on electronic resources, supporting the

University focus on digital teaching, learning and research. • The Library provides access to over: 2 million printed volumes, 825,000 e-books, 185,000

e-journals, 700 licenced databases and 84,391 streaming videos. (Additional video and audio content is also provided through BOB and Lynda / LinkedIn Learning.)

• The ‘Report an E-Resource Access Issue’ was a popular service in 2018-19, ensuring a user-focussed service and a quick and effective response to queries. In 2018-19 the E-Resource team responded to 1165 calls.

• Students submitted 3,703 Request a Book requests, leading to the direct purchase of resources where items were available.

• 7623 Inter-library Loan requests were received from University of Edinburgh staff and students.

• 2380 requests for resources located at the University Collections Facility were received, with store materials being digitised or delivered to site libraries.

Objectives for 2019-20 Objectives for 2019-20 include:

• A review of the Library Materials Budget allocation is a key objective for 2019-20. • The major area of uncertainty for the 2019-20 budget continues to be potential

devaluation of Sterling following the UK’s departure from the European Union. The potential impact of currency devaluation relating to Brexit will continue to be monitored and budgetary position reviewed as the position becomes clearer.

• The project to review the current Interlibrary Loans system (OCLC ILLiad) has progressed with a move to Ex Libris Alma Resource Sharing scheduled for completion summer 2020. This will allow for greater integration of workflows with other Alma activity.

• A review of the promotion of Interlibrary Loans, University Collection Facility requests and Request a Book services.

Question for Library Committee to consider:

• Does Library Committee have any suggestions about how the Library can ensure the most effective use of the ‘Request a Book’ and ‘Interlibrary Loan’ services?

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Service: Exam Papers Online 2018-19

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Service Exam Papers Online Service Manager Stuart Scarles Programme L&UC Service Service Owner Hannah Mateer RAG status Green

Level of investment Investment in this service is a proportion of staff time from Collections Lifecycle Management and Digital Library teams. No other funding is used.

Review of 2018-2019 Data for 2018/19 is as follows:

• 1,464,779 uses of online papers – an increase of 5% from 2017/18. • 2,032 exam papers processed – an increase of 23% from 2017/18. (This includes all papers

received from schools, including those where the school requests that it is not made available.)

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Service: Exam Papers Online 2018-19

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KPIs and objectives for 2019-2020 • To provide a paper on the Exam Papers Online Service to Library Committee,

providing information on the current service and future development opportunities for the service.

• To explore options for further increasing the percentage of exam papers made available to students and to further promote use of service.

• To implement the transfer of exam papers to the new platform. • To measure exam paper downloads to provide more accurate usage data to be

used as a KPI. • To develop a KPI based on the percentage of courses supported by the Exam

Papers Online Service.

Questions for Library Committee:

1. How can Schools work with the service to increase the percentage of exam papers submitted to the Exam Papers Online Service?

2. How are past papers from online exams currently made available to students? Could these also be accessed via the Exam Papers Online Service?

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Service: Resource Lists 2018-19

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Service Resource Lists (Course Collections) Services Manager Angela Laurins Service Owner Hannah Mateer Programme L&UC Service RAG status Green

Level of investment Library Materials Budget allocation for Course Collections:

2017-18 budget 2018-19 budget 2019-20 budget £700,000 £700,000 £700,000

In 2018-19 the ring-fenced allocation for resources to support taught courses through the Resource Lists service remained at £700,000. In 2019-20 this allocation will also be retained, despite reductions elsewhere in the budget. This reflects the priority given to the service as it provides an efficient route for the purchase of key teaching materials, and provides consistent and reliable access to resources for students. In 2017-18, we agreed to allocate resource to appoint a larger permanent team of Resource Lists staff from 2018-19 onwards to enable L&UC to embed the service into existing workflows and to further grow the service. In 2019-20 a request for Student Experience Action Plan (StEAP) funding has been successful, allowing for further future development and growth of the service. (The funding request for 2019/20 is currently being reviewed as a delay in confirmation of the funding necessitates a review of the spend requirements.)

StEAP funding 19/20 StEAP funding 20/21 StEAP funding 21/22

£189,943 £221,459 £219,247

Review of 2018-2019 Resource Lists key statistics

• At the start of Semester 2 2019/20 there will be approximately 2481 published Resource Lists.

• The Library now provides Resource Lists for approximately 53% of the 4716 active Learn courses.

• The School of Health in Social Science is the first School to confirm that 100% of all suitable courses have a Resource List.

• Library Learning Services worked with the School of Geosciences to provide Resource Lists for all courses which had existing Resource Lists on the DRPS. As a result, 83% of courses in Geosciences now have a Resource List.

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Service: Resource Lists 2018-19

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• Of the 2114 lists published for session 2018/19 approximately 240 Resource Lists didn’t rollover to 2019/20.

• For 2019/2020, Library Learning Services received approximately 900 requests to set up new Resource Lists or to review existing Resource Lists.

• In 2018/19 the E-Reserve team worked on 383 Resource Lists (+ 28% from 17/18) and supplied 1362 new readings for Resource lists (+ 32% from 17/18)

• August 2018 - August 2019: 4876 purchase requests were passed to the Acquisitions team via Resource Lists.

(Learn figures provided 15th October 2019) Resource Lists Framework published A comprehensive consultation exercise to gather feedback on the Resource Lists Framework was undertaken in Semester 1 2018/19. A revised version was then approved by the Learning & Teaching Committee and given final approval by Library Committee in February 2019. The Resource Lists Framework was published on the University website on 1st May 2019. EUSA VPs for Education and Activities and Services worked with the Library to devise the seven good practice principles included in the framework. http://www.docs.is.ed.ac.uk/docs/library/ResourceLists/Resource-List-Framework-May2019.pdf Learn Foundations The user experience research carried out as part of the Learn Foundations programme identified Resource Lists as a key service for both academic staff and students. As a result, a link to Resource Lists is included on the new Learn Foundations course template. If a School has Resource Lists for more than 50% of courses, the link in the main navigation menu should be visible by default. Inclusion in the new recommended Learn course template is a significant step forward in providing an easy and consistent route for students to access their key course readings. Staffing Two new Course Collections Assistants joined the Library Learning Services Team on secondments until 31st December 2020. In 2019, Course Collections teams have been piloting cross-team working which has allowed the Library to allocate additional resource to teams as necessary and provided a valuable opportunity for staff development. Engagement The Resource Lists Service Board continues to meet twice a year and is a useful forum to gather feedback on service developments from staff and students. The Library continues to play an active and prominent role in the wider Leganto community, the software used to provide our service. The Service Manager is a member of the Leganto Product Working Group and has contributed to the recently published Scottish framework tender for a Reading List System.

KPIs and objectives for the wider StEAP-funded development of the service 2019-2022 also include:

1. Provide resource lists for 65% of all suitable courses. 2. Liaise across university teams to better understand and make more effective use of

available course data to improve reporting and facilitate service management.

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Service: Resource Lists 2018-19

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3. Gather and analyse usage data to inform service development and policy and to inform decisions relating to the provision of Library resources for teaching.

4. Produce a set of KPIs to demonstrate the growth and use of the Resource Lists service. 5. Provide a consistent way for more students to access key course readings regardless of

discipline. The Library will continue to liaise with Learn Foundations project and DLAM teams to provide consistent access to Resource Lists via Learn.

6. Ensure students have easy access to online resources, or ensure that sufficient print copies of readings are made available in Library collections.

7. Increase availability and usage of digital resources to support taught courses. 8. Review cross-team workflows and identify potential to create efficiencies in processes. 9. Gather feedback from course organisers on Resource Lists (via survey). 10. Evaluate new functionality and system enhancements and implement changes as

required. 11. Adopt a student-centred approach to the delivery of the Resource Lists Service using

feedback and evidence from User Experience (UX) research to better understand and improve the student experience.

12. Review the Resource Lists Framework and promote best practice as outlined in the Framework and supported by Edinburgh University Students’ Union.

13. Increase engagement with Schools and Course Organisers to increase adoption of Resource Lists and embed Resource Lists in School processes.

14. Establish a responsive and robust Resource List service. This will be achieved by delivering efficient Library workflows, investment in IT equipment and digital skills for staff and students.

Question for Library Committee: • How can the library engage with course organisers to encourage adoption of the

seven good practice principles outlined in the Resource Lists framework (listed below)?

Resource Lists are most helpful to students when they are: 1. Easy to access ‐ access is provided via the Resource List tool in Learn or Moodle and is therefore consist

ent across courses, regardless of discipline. 2. Clearly laid out. 3. Prioritised and annotated ‐ items are prioritised using, ‘Essential’, ‘Recommended’, ‘Further Reading’. 4. Up to date. 5. Realistic ‐ consideration has been given to how many resources students can reasonably

be expected to read over the course of a semester and how key materials will be accessed. Where possible, key texts are provided digitally, as e‐books or copyright‐compliant scans.

6. Collaborative ‐ Course Organisers make use of system functionality to allow students to suggest relevant texts, which creates a collaborative dialogue between staff and students and helps to encourage diversity in reading lists.

7. Made available to the Library in good time ‐ to allow sufficient time for the order/delivery of books and for copyright‐compliant scans to be made available to students in time for the start of semester.

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Service: Digital Preservation 2018-2019

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Service Digital Preservation Service Manager TBA Programme Core Service Owner Kirsty Lingstadt/Dominic Tate/Head of Special Collections RAG status Green

Review of 2018-19 The University of Edinburgh has been active in digital preservation for several years being aware of the need to ensure long-term accessibility to digital content. Our work has focussed on two areas:

• Research data • Born digital archives, including University Records.

During the year, we recognised that further development of digital preservation activity was required for in particular research data , partly driven by future developments around the DDI and EFI as well as for purchased digital content and for e-only Theses with the move to e-only submission. We also became aware that with the purchase of digital art, the art collections were another area which will need to be considered and the Museums team is now also involved in these discussions. In order to develop Digital Preservation further for the University, the Library started working in an innovative manner across the all the teams in Library and University Collections with particular input from Archives, Digital Library and Research Support. We have taken best practice from each of these areas to deliver solutions and approaches for the University of Edinburgh. The aim is to start developing digital preservation as a service across a range of areas as required. The following has been delivered in 2018-19: Digital Preservation work for Research Data Sets

• The recommended file formats guidance for DataShare depositors was updated in 2018 and moved from PDF into web format in December 2018. https://www.ed.ac.uk/information-services/research-support/research-data-service/sharing-preserving-data/data-repository/choosing-file-formats

Financial Summary 2018-19

Budget Spend to 31 July 2018 UE07 Post £TBC Artifactual Support £5,000

Targeted investment has taken place through the support of one Grade UE07 post over the last couple of years as well as a support contract with Artefactual who provide support for Archivmatica our digital preservation workflow software. In addition digital preservation activity at the University of Edinburgh is supported through work within the Archives, Digital Library, Research Support and Scholarly Communication teams which is difficult to separate out and quantify.

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• DataVault went live and offers a solution for retention of large and/or restricted deposits of 2TB+ for the duration of the funders’ access requirements – usually around 10 years. It involves many elements of digital preservation but assumes file formats will still be readable after 10 years.

• The University re-evaluates the content in DataVault after this period and then decides whether it should be kept long term or disposed of using appraisal methods based on archival approaches. Here the University again has benefitted from the teams working together enabling the sharing of best practice.

Digital Preservation work in Archives • Up until 2018, good progress was made on policy, workflows, procedures and agreements

to accept digital content from depositors. However, resourcing issues caused technical developments to lag. In particular, work on Archivematica (digital preservation workflow software) paused shortly after the initial installation in 2014 meaning that the workflow was not active.

• This was remedied when the Digital Archivist left in Spring 2018 and was replaced temporarily by a Developer to support the Digital Library team and allowed the technical side to be brought up to the same level as the policy and process side.

• The Developer has completed the integration of the newest versions of the repository software DSpace discovery and metadata system ArchivesSpace. This was made available to the public with the release of Archivematica 1.8 and Storage Service 0.13 in November 2018.

• The University now has a working digital preservation prototype for archival and born digital material deposited with the Archives/Special Collections. This can be now be applied to other systems.

• This University Court Records are now digitally archived. • The Developer attended user group meetings of digital archivists in London, Coventry and

presented a talk about “Automating OAIS compliant digital preservation using Archivematica and Dspace” at OpenRepositories 2019 in Hamburg.

• It is also worth noting the value of contributing to the development of Open Source digital preservation software. Proprietary software is expensive and carries a real risk of vendor lock-in. Devoting resources to Open Source is therefore an investment in the University’s substantial digital assets. In serving the wider archive community many of whom have difficulty delivering digital preservation solutions, it highlights also Edinburgh’s leadership.

Digital Preservation of Theses and Scholarly Publications • The Scholarly Communications Team started working on a project with the Archives and

Digital Library teams to accept PhD submissions in digital format only. This will ensure that PhD submissions are made electronically and then submitted within the repository (ERA) and that digital preservation activities ensure that this content can be preserved long-term.

• The University of Edinburgh is now one of the few Universities that has all its PhD thesis in digital format and available through the repository. These will be put into the digital archive to ensure their long-term preservation and accessibility.

• The Scholarly Communications Team periodically undertake digital preservation activities on files stored in the DSpace repository (ERA), which was previously used for research

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publications, prior to the University implementing Pure as the main research information system and publications repository.

Digital Preservation of Purchased Digital content

• Our overall digital preservation strategy includes ensuring ongoing access to the purchased digital content that students and academics rely on for their teaching and research. This includes content accessed through subscription, and content purchased outright.

• For e-journals, there is long-established support for the preservation of ongoing access through international initiatives such as Portico, LOCKSS and CLOCKSS, and Jisc services such as the Keepers Registry. All of these initiatives and services have increasing inclusion of e-book content. The Library supports these initiatives through membership of relevant bodies, and through contribution to wider discussion of e-resource management to foster the development of appropriate services and is a Board member of CLOCKSS.

KPIs and objectives for 2019-2020 Resources: It has been recognised that additional resources are required to support activity within digital preservation across L&UC. While resource continues to be available for one post – Digital Archivist or Developer over the last couple of years it has been recognised that appointing two posts Digital Archivist plus Developer is critical to taking forward developments in digital preservation as well as ensuring the buy in and support from the different teams engaged in this activity. There is growing recognition that with the level of work on digital collections and data that the University is engaging in through EFI, DDI etc that digital preservation is an underpinning activity which all areas need. A key requirement is to secure additional resource from 2020-21 in order to drive developments forward. Digital Preservation work for Research Data Sets

• Further development on DataVault to accept deposits for over 2TB testing up to 10TB. • Further development of the roadmap for DataShare aims to ensure that the “Repository

continues to meet trusted digital repository requirements for researchers and actively migrates supported file formats for long-term preservation.” Including exploring Archivmatica to manage digital preservation workflows within DataShare.

Digital Preservation work in Archives • Recruit a Digital Archivist to start taking forward active digital preservation of born digital

archives over and above court records. • By the end of 2020 ensure that all project digitisation of Special collections content is

automatically digitally preserved going for an opt out rather than opt in approach and ensuring that workflows are delivered to support this more automated approach.

• Deliver digital preservation of the Tobar an Dulchais University of Edinburgh content – Scottish and Gaelic songs.

• The potential for linking relevant research data and archival collections on publically searchable systems was demonstrated by embedding a link to Matthew Kaufman’s

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research data in the ArchivesSpace entry for his physical archival collection https://archives.collections.ed.ac.uk/repositories/2/resources/86724 Further In investigation will take place as to how resources for researcher such as these can be linked.

Digital Preservation of Theses and Scholarly Publications • Complete the project to accept PhD submissions in digital format only. This will ensure

that PhD submissions are made electronically and then submitted within the repository (ERA) and that digital preservation activities ensure that this content can be preserved long-term.

• The Research Information Systems Team is working with the UK and international Pure user groups to persuade Elsevier to add further digital preservation functionality to Pure.

• The Research Information Systems Team will work with others in L&UC to identify how digital preservation activity should be carried out on scholarly outputs.

Digital Preservation of Purchased Digital content • Work will continue with Portico, LOCKSS, CLOCKSS etc to ensure that the university’s

digitally purchased content is protected and accessible in the long-term.

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Service: Journal Hosting 2018-19

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Service Journal Hosting Service (Library-supported Open Access Publishing)

Service Owner Dominic Tate Service Operations Manager Theo Andrew RAG status Green

Level of investment Year Funding 2016-17 £23,037.44 2017-18 £36,583.44 2018-19 £38,631.42

Review of 2018-2019 The number of University of Edinburgh journals on the platform increased and the Library currently supports 18 staff and students to publish open access journals. New journals supported include a journal that mirrors the UoE-hosted ‘IUPHAR/BPS Guide to Pharmacology’ database. The new journal is populated in a semi-automated way with content from the database, and it will allow summaries of database entries to be picked up by indexing services in the form of citable journal articles. With this approach, the Editors aim to provide a possible solution to the issue of data citation. IUPHAR/BPS Guide to Pharmacology CITE The Library now also supports the student-led journal politics journal, Leviathan. The number of SCURL shared service partners increased to four. The Library now provides open access journal hosting platforms using Open Journal Systems (OJS) for the following:

1. Robert Gordon University, 2. Heriot Watt University, 3. The Society of Antiquaries of Scotland 4. The Royal Botanic Gardens Edinburgh (Sibbaldia: The Journal Of Botanic Garden

Horticulture) In addition, the Library provides a hosting platform for one external partner, the European Association for Health Information and Libraries (EAHIL). As part of the SCURL shared service agreement, the Library worked with the Society of Antiquaries of Scotland (SOAS) to launch an Open Access monograph platform. This partnership provided the Library with its first opportunity to work with Open Monograph Press (OMP). The SOAS monograph platform launched in early September 2019 with two out of print titles. Within two months the one title had been downloaded 620 times (double the original print run) and the older other title downloaded 301 times. There are plan to make more out of print titles available on the

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platform. The Journal Hosting Service has played a key role in supporting the Society’s transition to Open Access. Society of Antiquaries of Scotland (Digital Books) The substantial custom developments undertaken to meet the requirements of the SCURL shared service partners allowed UoE Library to develop OJS and OMP expertise, grow our understanding of the capabilities of the system and experiment with its functionality. This new knowledge will benefit all journals on the platform. We employed a postgraduate student to investigate how Open Access journals like the ones supported by the Library could develop an XML-based publishing workflow. As a result of the project, we are much better placed to advise Editors and Shared Service partners on the relative strengths and limitations of the different available solutions, and we have developed a workflow that could be used by Editors who want to incorporate XML into their production processes. The Service board met twice in 2018-19 and continues to be a useful and informative forum to inform service development. The Open Access Publishing Officer left the University in November. Recruitment has been completed and the new post holder is due to start in March 2020. In November, responsibility for the Journal Hosting Service moved from the Library Learning Services Manager to become part of the Scholarly Communications Manager’s remit.

KPIs and objectives for 2019-2020

• Establishing a robust set of KPIs and reporting mechanism; • Finalise and publish service strategy; • Market analysis of publishing activity at UoE to inform service development; • Promote the Journal Hosting Service to staff and students at UoE; • Service improvement : including sustainability and managing journals which cease

publication • Developing accessibility guidelines for Editors and outstanding accessibility issues; • Exploring feasibility of a UoE Open Monograph Platform; • Increase engagement with Public Knowledge Project and wider OA publishing

community.

Question for Library Committee:

There are no specific questions for the Committee

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Service: Research Data 2018-19

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Service Research Data Service Service Owner Robin Rice Programme Manager Robin Rice Programme Owner Dominic Tate Programme Research Data Service RAG status Green

Level of investment

Year Income Expenditure expected 2018-19 101,225 230,345 2019-20 106,773 2020-21

Review of 2018-2019 Two major service components were launched, filling the remaining identified gaps in the data life cycle: Data Safe Haven and DataVault. The Research Data Service now offers two new facilities for short and long-term storage of sensitive data, to help researchers comply with data protection legislation and ethical requirements. Both are operating in service mode with development continuing through the University’s Digital Research Services programme. Data Safe Haven is a platform allowing designated users remote access to a secure server to process and analyse personal and sensitive data in line with international security standards (namely, ISO 27001). Research projects can work with the technical team to build a bespoke environment with hardware and software that suits their needs, as well as gatekeeping procedures to ensure data enters and exits safely. DataVault is a long-term data archiving solution based on local and cloud infrastructure that allows researchers to securely deposit data with the University for a specified period of retention (ten years or more) after their research project ends, in line with funder and ethical requirements for research integrity. DataVault is a companion to the existing open access DataShare repository, allowing both confidential data and larger file sizes to meet users’ needs. A number of milestones and deliverables were achieved in the second year of the 3-year Research Data Service Roadmap (https://www.ed.ac.uk/is/rdm-roadmap), notably a new Communications Plan based on the annual academic year cycle. The RSpace electronic lab notebook trial completed resulting in a University contract facilitating licensed access to the product with enhanced features for laboratory groups. DataShare was enhanced with Altmetric data and continued to receive deposits across the range of disciplines. The team answered a record number of enquiries in topics including archiving, sensitive data and data management planning.

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KPIs and objectives for 2019-2020 1. Implement planned features in our research data systems, testing the user experience with users and making adaptations as needed. 2. Increase the number of academic groups with which the Research Data Support team is in regular contact; support early adopters of new tools and data innovators such as the UK Research Reproducibility Network and the Open Science Champions group emerging in Biosciences. 3. Continue to increase the number of people in all colleges on training courses, taking online training, using systems, and writing fully costed data management plans, and improve measurements of impact to make outreach more effective. 4. Look for opportunities to work with EPCC, DDI, and the European Open Science Cloud to embed our services in a regional, national and international context.

Question for Library Committee:

• Is the time ripe to look to renew the University’s 2011 Research Data Management Policy?

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Service: Research Information Systems 2018-19

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Programme Research Information Systems Service Owner Dominic Tate Programme Manager Damon Querry Programme Owner Damon Querry Programme Research Information Systems RAG status Amber

Level of investment

Year Income Expenditure expected 2018-19 N/A Core funded 2019-20 N/A Additional £50k over core 2020-21 N/A Additional £50k over core

Review of 2018-2019 Progress against KPIs and objectives for 2018-2019

No Target Date 1 Continued delivery of upgrades and enhancements to Pure as set out

in the revised system roadmap document. December 2019

Progress Report: Pure upgrades have continued throughout 2019 as we help the University prepare for the Research Excellence Framework (REF2021) submission in November 2020. We have seen Pure upgraded through several versions from, 5.12.2-1 to 5.15.2-1, in calendar year 2019. We have also deployed the Unified Project Model to Pure. Adoption of this new model, released in 2012, was critical to enable us to move to the replacement for the Edinburgh Research Explorer. Work has started on this and we expect to be able to move sometime in the first half of 2020.

2 Continued delivery of upgrades and enhancements to Worktribe as set out in the revised system roadmap document.

December 2019

Progress Report: Worktribe upgrades have continued, upgrading to v3 and taking two bug releases of the application into production. A second major upgrade of Worktribe, to v3.1, was twice delayed because of industrial action and lack of staff resource in Research Information Systems. This has been rescheduled for the early 2020.

3 Maintaining Researchfish levels of returns for response code 1 staff awards in excess of 98%

April 2019

Progress Report: The University achieved a return rate of 99.9% for response code 1 staff awards in the 2019 Research Outcomes/Researchfish exercise.

4 Building Researchfish levels of returns for response code 1 studentships to grow from last year’s 87% return rate

April 2019

Progress Report:

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The University achieved a return rate of 93.52% for response code 1 studentship awards in the 2019 Research Outcomes/Researchfish exercise.

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Increase levels of staffing to meet increased demands of the University, and the REF

April 2019

Progress Report: I am pleased to report that we have started growing the Team with the appointment of a fixed-term Research Information Systems Support Assistant in December 2019. I am hopeful that further investment into the Team will follow.

6 Rolling out the research ethics tool following a procurement phase and bring it into service.

November 2019

Progress Report: The ethics tool has been procured and is currently in an implementation phase. Research Information Systems are supporting the Edinburgh Research Office (ERO) and ethics colleagues across the University in this process.

7 Supporting the introduction of new contracts functionality in Worktribe

June 2019

Progress Report: The Contracts module in Worktribe was brought into service with the upgrade to v3, with a following bug fix to deliver additional functionality required by the ERO Contracts team.

8 A programme of improvement to documentation and support processes for the suite of Research Information Systems

June 2019

Progress Report: Some progress has been made here, particularly on the Pure side, but lack of staff resource and an increase in other activity has meant that not as much has been achieved here.

9 Increase the resource available in IS Applications Management and IS Project Services to deliver the ambitious programme of work we have specified.

January 2019

Progress Report: Funding was secured for a dedicated project manager, in IS Project Services, to work with Research Information Systems to deliver our projects.

KPIs and objectives for 2019-2020

No Target Date 1 Continued delivery of upgrades and enhancements to Pure as set out

in the revised system roadmap document. December 2020

2 Continued delivery of upgrades and enhancements to Worktribe as set out in the revised system roadmap document.

December 2020

3 Deployment of the replacement Pure Portal to upgrade the Edinburgh Research Explorer.

April 2020

4 Supporting Governance and Strategic Planning, and colleagues across the University, as we approach the REF submission deadline.

November 2020

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5 Maintaining Researchfish levels of returns for response code 1 staff awards in excess of 98%.

April 2020

6 Maintaining Researchfish levels of returns for response code 1 studentships in excess of this year’s 93%.

April 2020

7 Further build the levels of staffing to meet increased demands of the University, and the REF.

April 2020

8 Continued involvement in the ethics tool implementation to bring it into service.

September 2020

9 Continued service improvement and document enhancement to support the suite of research information systems.

December 2020

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Programme Research Publications Service Service Owner Theo Andrew Programme Manager Dominic Tate Programme Owner Jeremy Upton Programme RAG status

Level of investment

Year Income Expenditure expected 2018-19 N/A Core funded 2019-20 N/A Core funded + £95k 2020-21 N/A Core funded + £100k

Review of 2018-2019 The Scholarly Communications Team provides services to the university’s administrative and academic staff, and research postgraduate students offering support before, during and after the publication of research. Scholarly Communications comprises five members who offer email and telephone support as a First Line team in UniDesk. In 2019, the Scholarly Communications Team logged and resolved 2801 calls in UniDesk, which represents a 7% increase on the previous year. Highlights for the year include:

• Early in the year Library Research Support consulted widely to find out how Plan S will affect its academic staff, departments and the broader academic community. Feedback was gathered from a series of eight open meetings, which were attended by over 260 staff, held during the period 23rd – 30th January 2019.

• Over the course of the year the team, working with colleagues across the University, helped facilitate the deposit of 6149 research outputs in Pure, and made 840 open access payments.

• Consequently, the University of Edinburgh is currently ranked 12th in the world for the highest % of OA publications available from its open access repositories (CWTS Leiden Ranking 2019).

• We recorded 977,287 downloads from the Edinburgh Research Explorer (current research) during January - November (December’s stats were not available at the point of writing). When we include December's figures it looks like we will push past 1 million downloads in a year for the first time (stats from IRUS-UK portal).

• In addition, we saw 566,283 downloads from the Edinburgh Research Archive (theses and dissertations).

• Delivery of a hugely successful FORCE2019 conference with over 400 delegates from across the UK and Europe. This is a hugely prestigious international conference and has helped raise the University of Edinburgh’s profile and enhanced our reputation as a leader in the area of Open Research and repositories.

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• The Successful management of two open access block grants awards, which consist of £1M from UKRI and £450k from the Charities Open Access Fund. This has enabled the University to report high compliance rates with funders.

• Ongoing delivery of the programme of work to support Open Access requirements for the forthcoming REF. Institutional compliance with the policy is over 90% and has been stable for the last 24 months.

KPIs and objectives for 2019-2020 Scholarly Communications is a rapidly-changing environment subject to continual changes and refinements to policy. The Key Performance Indicators are indicated below:

KPIs 2015-16 2016-17 2017-18 2018-19 # Completed calls in Unidesk: 1977 2224 2621 2801 # Gold OA articles processed: 603 613 822 840 # Copyright training courses: 2 15 20 20 # SciVal training courses: 0 0 14 6

The key objectives for the Research Publications Service are detailed below:

No Target Date 1 Monitoring and issuing guidelines for Plan S Early-2020 2 Assess publishers transformative ‘Read & Publish’ deals, and if

appropriate/cost effective sign up to as many as possible. Early-2020

3 Update the University’s Research Publications Policy to enable UoE to be part of the UK Scholarly Communications Licence initiative.

Mid-2020

4 Deliver support for a successful REF submission Dec-2019 5 On-budget delivery of UKRI and COAF funds, as measured

through statutory reporting May-2020 (UKRI) and Nov 2020 (COAF).

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Service: Centre for Research Collections 2018-19

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Service Centre for Research Collections Service Owner Jacky MacBeath Service Manager Fran Baseby Programme Owner Jeremy Upton Programme Library RAG status Green

Review of 2018-2019 The Centre for Research Collections experienced an extraordinary year of growth during 2018-19, with unanticipated increase in demand for access to physical collection materials:

2016-17 2017-18 Target 2018-19 Actual Reading Room Consultations 23,783 26,801 + 5% 41,742 + 56% New Reader Registrations 931 983 + 5% 1,128 + 15% Collections-based seminars 85 185 +10% 137 - 25% * Enquiries 6,789 6,928 - 5% 6,863 - 1%

* A new room booking system was introduced in 2018/19 and the record of collections-based seminars may contain inconsistencies due to this. We are reviewing how we monitor data surrounding teaching with the collections and suspect this figure is inaccurate. The number of attendees of collections-based teaching sessions more than doubled from 2017/18 to 2018/19. Performance Against Objectives:

Redevelopment of CRC Reading Room Small capital works funding was secured and the refurbishment took place July – September 2019.

Refurbishment of CRC Offices Small capital works funding was secured with works scheduled to take place February – March 2020.

Completion of all evidence for Customer Service Excellence Award

Pre-assessment completed in June, with full assessment scheduled for September 2019.

Appointment of CRC Modern Apprentice Jack Green appointed. Appointment of at least WP candidate for CRC Evening Assistant student posts

Successful recruitment, with discussions about how to improve opportunities in future.

Service Development There have been significant improvements to in-person and online services as part of the Customer Service Excellence award project. This has included:

• Customer Journey Mapping to improve user journeys • Adoption of Unidesk for enquiries management • Creation of new service standards, available online • Programme developed for Digital Scholarship Centre, enhanced by open access

collections data now available online.

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KPIs and objectives for 2019-2020

Target Justification Reading Room Consultations Maintain The speed of increase is unlikely to be

sustained, with the potential for a slight drop.

New Reader Registrations + 5% Collections-based seminars +10% Achieved through improved recording and

new teaching initiatives with collections. Enquiries - 5%

• Implementation and assessment of the Digital Scholarship Centre programme and

usage monitoring of open access collections data on DataShare. • Achieve Customer Service Excellence Award. • Review CRC opening hours and corresponding staffing requirements to ensure

service meets user needs. • Improve user experience based on results of Customer Journey Mapping exercises.

Question for Library Committee:

There are no questions for the Committee.

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Service: Centre for Research Collections – St Cecilia’s Hall 2018-19

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Service Centre for Research Collections Service Owner Jacky MacBeath Service Manager Ruthanne Baxter Programme Owner Jeremy Upton Programme St Cecilia’s Hall Music Museum and Concert Room RAG status Green

Level of investment St Cecilia’s Hall saw a marked increase in venue hire income in the year, up by 40% on 2017/18. This is due to a combination of satisfied clients returning with repeat bookings and positive response to targeted emails to potential clients.

Year Income Target Actual 2017-18 £12,750 £10,000 +27% 2018-19 £17,927 £15,000 +19%

Review of 2018-2019 As an L&UC service, St Cecilia’s Hall is delivered by the L&UC Museum Services team and Curator (responsible for museum collections management and access, and engagement services across campus as well as St Cecilia’s Hall and the Centre for Research Collections). Displays where refreshed with new musical instrument acquisitions and associated interpretation and a full programme of community events, concerts and student internship opportunities was delivered. The year saw an overall drop in visitor numbers from 2017/18 figures. This is due to the last minute cancellation of all 6 Edinburgh International Festival concerts in August 2018 (equating to 1,200 visitors) and the lack of PR and marketing support that was made available via UoE CAM team in 2017, due to a strong focus on the re-opening post redevelopment.

2017-18 Target 2018-19 Actual Walk-up visitors 9,971 + 5% 7,865 -21 Venue hire / Event attendees 10,654 + 5% 9,507 -10 Tours 1,318 +10% 1,490 +13 Total 21,943 - 5% 18,862 -14

Performance Against Objectives:

To maintain 5* ratings across visitor experience, venue hire, events and tours

The service implements a range of feedback and evaluation tools across the full suite of offer and all have an overall experience rating of ‘Excellent’

To be in the top 100 / 409 things to do in Edinburgh

At close of the year, St Cecilia’s Hall was sitting at 87 / 409 and 20 / 93 in museums category

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Increase diversity of audiences In addition to continuing with the Museum Social events, supporting those living with dementia and their carers, SCH saw an increase in Chinese visitors due to participating in the city’s Chinese New Year celebrations and the China Ready initiative.

Service Development:

• Museum Assistant post (responsible for visitor and events management) (2 x UE04) converted to open-ended contracts

• New online payment system introduced to support efficiency and customer experience for external venue hire clients

• Twice yearly What’s On guide introduced to support promotion of events and offer across all CRC & Museums events

KPIs and objectives for 2019-2020

Target Justification Full Service Review July 2020 Schools programme produced and promoted

1,000 pupils / students

This is a new offer so will require a lower starting point / Year 1 target

Total visitor figure + 5% A more diversified and increased events programme and developing database for What’s On news.

Total income +15% More reflective of the previous year’s actual income.

5* Visitor / client satisfaction

maintain Reflective of previous years’ performance

To be in top 100 things to do in Edinburgh - Tripadvisor

maintain Reflective of previous years’ performance

Enhance visitor experience with digital and sound

Maintain 5* visitor feedback

Result of visitor feedback forms highlight the expectation of more sound in the museum.

‘Digital St Cecilia’s Hall’ (including sound, VR and Discover Drawers) will be launched

Introduce And evaluate

Enhancement to the visitor offer