Call me an unabashed Stuart Shieber fan. His video on this page shows him at his droll, persuasive best. I can see how he won over Harvard faculty. Can we clone him?
(The other vids are good too; Kevin L. Smith’s doesn’t really need slides, so it’s easy to run as the soundtrack to your other work.)
The Edinburgh experience left me with a complex observation that I tried unsuccessfully to get across to one person who was pressing me really hard to identify “successful” repositories in the United States. (No, it wasn’t “define success,” though that was a tempting question. The reality is that success for institutional repositories is defined—by the people who matter, anyway—in terms of items deposited.) It’s an important enough point, and I made it inarticulately enough at the time, that I think it deserves a piece of a blog post.
Videlicet and to wit: There’s an understandable tendency to look to “successful” repositories for examples the rest of us should follow. Nothing wrong with that in and of itself. Problems arise, however, when one assumes first, that unsuccessful repositories have nothing to teach; second, that the successful repository experience is the norm; and third, that the locus of success lies within the repository and its staff.
Because it doesn’t. (Okay, yes, a lousy repository manager can sink you. A good one is necessary but not sufficient, is what I’m saying.)
Successful repositories have sufficient backing from their libraries and their university administrations to make something work. I can’t make it any simpler than that. Without that support, the best repository-rat in the world will not succeed. With it, you don’t need an Einstein.
Exactly what successful repositories make work varies quite a bit, according to the talents and creativity of the staff involved and the nature of the support provided. This is why it’s impossible to write the “winning recipe” for a successful IR. At Minho they instituted bribes. At Rochester back in the day, they hacked up some researcher pages. At Ohio State they have a well-established mediated-workflow system. At Harvard they’ve got a mandate.
(Oh, and a word about the Shieber presentation. Shieber expresses considerable embarrassment that Harvard doesn’t yet have an IR. Dude. It’s okay. Really. Harvard did things the right way ’round. I opine that if Harvard had had the standard unsuccessful IR, it would have faced considerably more hassle instituting those mandates, because too many faculty—namely, any at all—would have had negative interactions with the repository. What this means for institutions who want a mandate but already have a less-than-illustrious IR will be left as an exercise for the student.)
The other thing that successful repositories have is leave and resources to experiment. They have to. The standard repository software package, as I have argued ad nauseam, is wholly inadequate to fuel a successful repository program. This means that the well-dressed repository manager has some combination of elbow room in her job description, developer time, student help, librarian alliances, and administrative weight to work with. Again, the exact combination will differ from institution to institution—but a manager without any of this might want to rewrite her résumé before her current job tarnishes it.
So much for the successful repository. Let’s talk for a moment about the typical repository. If either of my two(-plus, if you count my contribution to a consortial IR) repo-rat positions is any example, the typical repository is running on a wing and a prayer and the dedicated efforts of one FTE or less. I say “dedicated” for a reason, because it’s next-door to impossible to garner impressive results from the voluntary efforts of scattered librarians who don’t have any kind of imprimatur from above for their repository efforts.
This is no way to run a program, folks—and yet as best I can tell (pace Les Carr) it’s the typical way it’s done. These repositories cannot be successful… yet they are the majority case! What does that say for the repository movement?
The thing is, just telling repository managers “You need developer time, student help, willing librarians, and administrative support” is a useless way to behave. This message doesn’t need to go out to repository managers; we know already, and there’s nothing we can do about it. Again, we don’t have the administrative support to garner all that other stuff. The message needs to go to research-library administrators, many of whom have yet to hear it. We have sufficient reasonably successful examples now that we can say this with authority. So let’s.
SPARC, CNI, JISC, even ACRL, this is your job. Please to be doing it. Thank you.
(What? I did my bit. I wrote Roach Motel. What do you want from me, blood? If I have to write Roach Motel again, you might get your wish, at that.)
Another note on success reporting. I admit that I have tended to roll my eyes at “x000 items archived in the IR!” PR puff pieces. I mean, if I archive x000 things, that’s just me doing my ruddy job, right? Reference librarians don’t write PR puff-pieces about x000 questions answered. Instruction librarians don’t write PR puff-pieces about x000 classes taught. So what is this about?
I’m afraid it’s about visibility, and I’ve given up sneering at it. We have to make the plays we can. Just today I sent a routine email letting an administrator at MPOW know that I’d followed up on a repo contact, and that they’d signed on. Lo and behold, said email was forwarded to a library-managers’ listserv, which sincerely gives me to think about how often I don’t send out success stories.
So what the hell. If I can’t beat ’em, I’ll join ’em. We’re thirty-odd away from 7000 items.