Alignment with strategy
- linking abstract benefits to local strategy
- awareness of different contexts (records management policy, institutional/teaching strategy, library strategy, etc.)
- linking low-level benefits (e.g. stabilising a collection) to high-level returns
Different audiences for describing the benefits
- selecting benefits and language according to the audience (e.g. senior library managers, vs IT managers)
List of benefits by category
- Return on investment
- Re-use, Re-purpose
- Opportunity for funding bids
- Compliance (retention)
1. Gather relevant institutional documents, such as:
- Organizational strategic plan
- Departmental service plan and performance indicators
Check how old they are and see if they are relevant. Ask whether you think DP is timely?
2. Carry out an environment scan such as:
- Case studies of success and failure
- Benchmark against comparators
- Identify significant legislation / regulation
Check whether these are helpful Ask whether you think the mood is right?
3. Look up N Beagrie's Benefits Toolkit and use this.
- consider the results before you present them
- find an opportunity to present them in terms your organization will understand.
[Neil Beagrie's Keeping Research Data Safe Benefits Framework| http://www.beagrie.com/KRDS_BenefitsFramework_Guidev3_July%202011.pdf]
[Neil Beagrie's Keeping Research Data Safe benefits toolkit - introduction| http://www.beagrie.com/KRDS_Factsheet_0711.pdf]
[Blue Ribbon Task Force| http://brtf.sdsc.edu/]
[APARSEN survey of Digital Preservation thinking in European Research Libraries| http://www.alliancepermanentaccess.org/wp-content/uploads/downloads/2013/03/APARSEN-REP-D36_1-01-1_0.pdf] see chapter 3
[ESpida Framework - balanced scorecard on digital preservation| http://www.gla.ac.uk/services/library/espida/]
Measuring the Impact of Digital Resources, Tanner http://www.kdcs.kcl.ac.uk/fileadmin/documents/pubs/BalancedValueImpactModel_SimonTanner_October2012.pdf
McKinsey Article on the value of data: 'The need for growth and competitiveness will force companies to build strong digital capabilities. Viewing them as assets rather than additional areas of spending requires a new set of management and financial lenses. Embracing them is a major shift—but one worth making for companies striving to master a still-evolving landscape.'