HOW TO MANAGE YOUR COLLECTIONS: UNITING ACADEMIC RESEARCH AND COMMERCIAL DEMAND FOR PICTURE COLLECTIONS 28.01.09
HOW TO MANAGE YOUR COLLECTIONS:UNITING ACADEMIC RESEARCH AND COMMERCIAL DEMAND FOR PICTURE COLLECTIONS
28.01.09
We believe that everyone everywhere should have the right to access, use and benefit from cultural collections.
We believe that everyone everywhere should have the right to access, use and benefit from cultural collections.
Our aim...Our aim...
CollectionsCollections LawLaw
CommerceCommerce TechnologyTechnology
KnowledgeKnowledgeConsumersConsumersCollections
Trust
UK Social Enterprise
Independent
12-15 staff
Based in London & Cambridge
UK Social Enterprise
Independent
12-15 staff
Based in London & Cambridge
About us...About us...
The new Collections Management...The new Collections Management...
Collections Development
Collections Knowledge
Collections Care
Collections Access
BSI PAS 197: A Code of Practice for Collections ManagementBSI PAS 197: A Code of Practice for Collections Management
A joint standard for museums, archives and libraries
Emphasising collections as the core ‘product’ of cultural institutions
Looking at collections through the eyes of the consumer
Understanding the different models of using collections
Prioritising content creation against a known demand...
A joint standard for museums, archives and libraries
Emphasising collections as the core ‘product’ of cultural institutions
Looking at collections through the eyes of the consumer
Understanding the different models of using collections
Prioritising content creation against a known demand...
9 years of Digitisation in museums...9 years of Digitisation in museums...
•IT Challenge Fund (1999)
•NOF-Digitise Programme (2001-2004)
•Culture Online (2005-2006)
•JISC Collections
•Renaissance funding
= over £70m invested in Digital Cultural Content
= Hundreds of thousands of digital images of objects in collections
•IT Challenge Fund (1999)
•NOF-Digitise Programme (2001-2004)
•Culture Online (2005-2006)
•JISC Collections
•Renaissance funding
= over £70m invested in Digital Cultural Content
= Hundreds of thousands of digital images of objects in collections
The next stage....The next stage....
Consolidating the content
Going back and adding value
Integrate, aggregate, federate
Understanding the business model for cultural material
Competitive, not sustainable
Consolidating the content
Going back and adding value
Integrate, aggregate, federate
Understanding the business model for cultural material
Competitive, not sustainable
OpenCultureOpenCulture
Open as in ‘Open Source’
Bringing together DCMS, MLA, BBC, London2012, C4, Arts Council etc.
Looking at the ‘Digital Agenda’ in its broadest sense
Sharing intelligence about future priorities
Building the Grid...
Open as in ‘Open Source’
Bringing together DCMS, MLA, BBC, London2012, C4, Arts Council etc.
Looking at the ‘Digital Agenda’ in its broadest sense
Sharing intelligence about future priorities
Building the Grid...
Mass-market audiences
Mass-market services
Grid
Cultural databases
Sector-specific services
Sector-specific audiences
The market for cultural content...The market for cultural content...
Internal (management) Public Access Educational Commercial
The market for cultural content...The market for cultural content...
Internal
Public
Academe
Money
Stock control – what is it, where is it, do we own it, do I need to conserve it?
Discovery & entertainment – what have you got, can I see it, what do you know about it?
Research – what have you got that relates to my work, what do you know about it?
Use – what have you got that I can use to illustrate/advertise my product, can I use it, how much will it cost?
The answerThe answer
Internal (management)
Public Access Educational
Commercial
METADATA!
Supply and demand...Supply and demand...
Academic and commercial demand share common characteristics:
•They are unpredictable
•They are asymmetric
•They depend on (a) findability and (b) usability
•Academic research & publishing are a commercial proposition these days
•Any use adds value - both commercial and academic activity can drive value back into the public work of cultural institutions
Academic and commercial demand share common characteristics:
•They are unpredictable
•They are asymmetric
•They depend on (a) findability and (b) usability
•Academic research & publishing are a commercial proposition these days
•Any use adds value - both commercial and academic activity can drive value back into the public work of cultural institutions
From inventory to product...From inventory to product...
Digitising material creates a product
There is a ‘commercial’ demand for that product
Cataloguing and describing the product adds value to it
Internal processes and systems still emphasise stock control
We need to adjust our priorities when creating this product to ensure that it is fit for purpose
Put it this way – we can use public investment to create a commercial product which promotes the sustainability of our industry, but only if we do our job properly, use sensible standards and care about copyright & licensing...
Digitising material creates a product
There is a ‘commercial’ demand for that product
Cataloguing and describing the product adds value to it
Internal processes and systems still emphasise stock control
We need to adjust our priorities when creating this product to ensure that it is fit for purpose
Put it this way – we can use public investment to create a commercial product which promotes the sustainability of our industry, but only if we do our job properly, use sensible standards and care about copyright & licensing...
Unlocking KnowledgeUnlocking Knowledge
Joint Collections Trust/British Library/Strategic Content Alliance initiative
Driving understanding of licensing as a central mechanism for enabling distributed use of digital cultural content
Lobbying for a conducive legislative environment
Investigating collective licensing
Looking for cost-effective, proportionate solutions which mitigate risk and promote use (both direct and aggregated)
Joint Collections Trust/British Library/Strategic Content Alliance initiative
Driving understanding of licensing as a central mechanism for enabling distributed use of digital cultural content
Lobbying for a conducive legislative environment
Investigating collective licensing
Looking for cost-effective, proportionate solutions which mitigate risk and promote use (both direct and aggregated)
The motivations to meta-describeThe motivations to meta-describe
It satisfies your public-service remit
It promotes confidence
It enables innovation
It encourages partnership and opportunity
It adds commercial value
It turns collections from a liability to an asset
It satisfies your public-service remit
It promotes confidence
It enables innovation
It encourages partnership and opportunity
It adds commercial value
It turns collections from a liability to an asset
Contact...Contact...
Nick PooleChief ExecutiveCollections Trust
01223 316 028www.collectionstrust.org.ukwww.collectionslink.org.ukwww.culturalpropertyadvice.gov.ukwww.discs-uk.info
Nick PooleChief ExecutiveCollections Trust
01223 316 028www.collectionstrust.org.ukwww.collectionslink.org.ukwww.culturalpropertyadvice.gov.ukwww.discs-uk.info