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The purpose of this paper is to research the approach of memory institutions to collaboration by analysing collaboration patterns in the networks developed in digitisation initiatives.

Qualitative and quantitative content analysis of the comments about partners and contractors made by respondents of the NUMERIC survey on the progress of digitisation in European cultural institutions was performed. Several attributes of collaborative networks of memory institutions were analysed: their size, members by type of organisation, and visibility of collaborators of particular type. Additionally, comparative analysis of collaborative networks of archives, libraries and museums was carried out.

Memory institutions did not approach collaboration strategically. They exhibited a low engagement in collaboration and focused on establishing resource‐sharing networks. Many of them established networks with the institutions of the same type.

The number of archives which provided comments about their networks was much fewer than the number of libraries and museums. It suggests that additional research on archives and their networks is needed to obtain more reliable data.

The results of this research are useful for managers responsible for digitisation initiatives, evaluating and revising collaboration strategies; professional associations, governmental and advisory bodies working with memory institutions for planning, and providing support and advice in digitisation.

The results of this research would be relevant for professional associations, governmental and advisory bodies, working with memory institutions.

To provide an introduction to the eight articles in the issue that deal with collaborative digitization programs.

This introduction summarizes the articles within the context of sustainability.

In addition to business planning, efforts to build collaborative networks, empower content providers, and engage end‐users are central to developing sustainable programs.

Readers gain a quick overview of some of the key issues that digitization programs face.

The purpose of this paper is to provide much needed data to staff working with archival digitization on cost and benefit of visual checks during quality control workflows, and to encourage those in the field of digitization to take a data-driven approach to planning and workflow development as they transition into large-scale digitization.

This is a case study of a cost benefit analysis at the Triangle Research Libraries Network. Data were tracked on time spent performing visual checks compared to scanning production and error type/discovery rates for the consortial grant “Content, context, and capacity: a collaborative large-scale digitization project on the long civil rights movement in North Carolina”.

Findings show that 85 percent of time was spent scanning and 15 percent was spent on quality control with visual checks of every scan. Only one error was discovered for every 223 scans reviewed (0.4 percent of scans). Of the six types of error identified, only half cause critical user experience issues. Of all errors detected, only 32 percent fell into the critical category. One critical error was found for every 700 scans (0.1 percent of scans). If all the time spent performing visual checks were instead spent on scanning, production would have increased by 18 percent. Folders with 100 or more scans comprised only 11.5 percent of all folders and 37 percent of folders in this group contained errors (for comparison, only 8 percent of folders with 50 or more scans contained errors). Additionally, 52 percent of all critical errors occurred in these folders. The errors in larger folders represented 30 percent of total errors, and performing visual checks on the large folders required 32 percent of all visual check time.

The data gathered during this research can be repurposed by others wishing to consider or conduct cost benefit analysis of visual check workflows for large-scale digitization.

To the authors' knowledge, this is the only available dataset on rate of error detection and error type compared to time spent on quality control visual checks in digitization.

To explore the effectiveness of large‐scale consortia for disseminating local heritage via the web. To describe the creation of a large geographically based cultural heritage consortium in the South East of England and management lessons resulting from a major web site digitisation project. To encourage the improved sharing of experience amongst similar projects in the future.

A selective literature review seeking lessons on sustainable cultural heritage collaboration is presented. The composition of a consortium set‐up with public lottery funding to build a cross‐domain collaborative public web site containing cultural heritage materials from many local authorities and local partners is described. Practical experiences from the first three years of collaboration are presented in a manner loosely based on the European Union Digitisation Policies Benchmarking Model.

Staff in local government libraries, archives and museums have, until recently, lacked experience in major web site publishing and even in the basic digitisation of locally held heritage materials. Local governments in England have traditionally co‐operated within the library or museum sectors, but not across the whole domain. New communication methods and a formally structured consortium have so far enabled the collaborative publication of a major web site allowing cross‐searching of partner materials as well as access to individual sites. More importantly, staff have begun to understand how to proceed in a sustainable way to support the future development of more sophisticated digital primary and learning resources that are preserved for the future and yet accessible to many more people.

The paper notes the importance of shared values, common objectives and a practical approach to collaborative service delivery. It also highlights the challenges in situations where operational staff have multiple responsibilities and project staff may be available only while external short‐term funding lasts. It is suggested that encouraging the documentation of operational experiences and sharing skills through a large‐scale formal consortium can support sustainable development.

The consortium described hopes to form a major part of the future framework for digital cultural heritage services in the South East of England. This paper offers a rare, reflective contribution from experienced, operational service practitioners who have completed a three‐five year digitisation programme offering free public access to materials that serve to support and disseminate local and regional identity.

This paper aims to explore library–community collaboration from both a theoretical and practical perspective, highlighting successful collaborative strategies and projects and illustrating important considerations for libraries that are considering community partnerships.

This paper consists of a literature review and several “capsule” case studies of projects completed at one academic library to illustrate principles that can result in successful collaborative projects.

Library–community collaboration presents significant benefits if the needs and priorities of all collaborating partners are taken into account. Successful projects will use the strengths of one partner to balance the weaknesses of another, will be based on shared goals, will offer credit to all partners and will result in stronger relationships for all involved.

Although library–community partnerships are not uncommon, many of these partnerships are housed in public libraries or involve only large, institutional players. This paper explores several non-traditional academic library initiatives involving youth service learning and outreach to smaller community groups that might otherwise be ignored by large university libraries.

To review a small specialist repository's strategic and opportunistic approach to utilising collaborative regional and national digital initiatives to increase access. The Birmingham Institute of Art and Design (BIAD) Archives activity is evaluated to determine whether a project‐based approach recognises and meets the needs of historians, or in manufacturing a digital semblance, does it in fact mislead historians.

The context in UK higher education and the archives domain of an emphasis on the digitisation of resources evident in national policies is outlined. Recent studies into the requirements and expectations of academics and historians as users of archives and digital resources are considered. BIAD Archives' creation of a repository web site and participation in national collection level description schemes are examined. The experience of two collaborative digitisation projects, a national subject‐based virtual collection and a regional collaborative information literacy initiative, are described and reflected upon.

An opportunistic project‐based approach does not easily accumulate as a cohesive strategy for increasing access. Collaboration is problematic. It is beneficial in raising profiles and can act as a legitimising agent. It entails compromise, applying an external filter to collections and potentially creating a digital semblance. The proliferation of projects raises concerns of sustainability, invisibility within the deep web and that merely signposting may not satisfy user needs. To address this problem archives as a domain require a more sophisticated understanding of all our different users.

Critical reflections on collaborative practice beneficial to archivists and resource managers embarking on digitisation initiatives and to those developing collaborative projects.

The purpose of this paper is to report on how library and information science (LIS) as a field operationalizes the concept of organizational sustainability for managing digital resources, projects and infrastructures such as digital libraries and repositories over time. It introduces a nine dimensional framework for organizational sustainability in the digital cultural heritage community.

Content analysis of publications from three LIS databases (2000–2015).

Comparing the articles to the nine dimension framework shows that most LIS articles discuss technology, financial or management dimensions. Fewer articles describe disaster planning, assessment or policy dimensions.

Three LIS databases might not include all relevant journals, conferences, white papers and other materials. The data set also did not include books; library management textbooks might include useful material on organizational sustainability. Claims about the prevalence of themes are subject to methodological limits of content analysis.

Organizations that steward digital collections need to be clear about what they mean when they are referring to organizational sustainability so that they can make appropriate decisions for future-proofing their collections. The analysis would also suggest for a greater need to consider the full range of dimensions of organizational sustainability.

By introducing a new nine dimensional framework of organizational sustainability the authors hope to promote more and better conversations within the LIS community about organizational sustainability. The authors hope these conversations will lead to productive action and improvements in the arrangements of people and work necessary to keep digital projects and services going over time, given ongoing challenges.

The purpose of this paper is to describe the technological approach used by the Digital Library of the Caribbean project to build an international collaborative library across many separate institutions with varying degrees of expertise, technological abilities, and motivations.

A freely‐distributed digitization toolkit was developed to assist with tracking and digitization of the distributed resources. In addition, on‐site training was provided for most partners and was open for anyone in the area to attend. The strong emphasis on branding and presenting the same data within differently branded interfaces in the web presence encouraged greater participation of international partners.

Digital Library of the Caribbean (dLOC), a joint project of the University of Florida, University of Virgin Islands and Florida International University in partnership with institutions in the Caribbean and circum‐Caribbean, serves as the access point for scholars, students and citizens of interdisciplinary Caribbean and circum‐Caribbean research and gathers together a critical mass of cultural, historical and research materials originally held in archives, libraries and private collections. Involving partners in the process of usability studies, as well as conducting internal usability studies, have also assisted in the creation of a successful project web interface.

One concrete practical implication is the availability of a standards‐based digitization toolkit, which can be freely used by non‐members as well as members. Findings also suggest a course for digital library development in collaborative ventures. In addition, this case shows the benefits of the recurring, iterative process of performing usability studies during the development phase.

This paper has value for anyone looking to build collaboration in under‐represented regions.

Digital library managers are faced with growing pressure to digitize materials efficiently on a larger scale. This paper aims to address the staffing and other resources needed to evolve smaller scope operations into teams capable of outputting larger-scale production.

Much of the current literature focuses on philosophy of these projects and issues of metadata and user access. In contrast, this article seeks to supply the much-needed practical information for digital library managers who need to take immediate action to meet new mandates and reach higher target goals within the constraints of limited resources.

The author will provide an overview of resources needed to increase digitization output and provide an analysis of three key resources that can be targeted by digital library managers in a range of environments. These resources will be examined with practical advice given on how new staffing configurations, outsourcing of materials and high-efficiency equipment can be implemented in phases.

This paper examines the gap between smaller-scale digitization and successful large-scale projects, and offers several possible scenarios for organizations to consider as they choose to move forward in a way that suits their goals. The focus of this study is neither on the rationale for large-scale digitization nor on the detailed specifications for large-scale digitization workflows. Rather, it will outline the types of resources (internal and external), decision points and specific practical strategies for digital library managers seeking to start ramping up the production.