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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.

The purpose of this paper is to discuss the development of digitisation practices at the National Library of Australia Document Supply Service, its convergence with similar efforts in the Library's Digitisation and Photography Branch, and how the Library used Relais to manage and report on its digitisation activities.

The authors use a case study approach and their own personal experiences with implementing these services.

Digitisation based on ILL/DD user demand contributes to building a library's digital collections and helps to preserve valuable collections. Libraries are encouraged to seize opportunities that help to achieve its strategic goals, experiment with new and different approaches and technologies, persevere in the face of obstacles or slow uptake of ideas and solutions, and never stop looking for opportunities to improve user services.

This paper was originally presented at the IFLA World Library and Information Congress, 79th IFLA General Conference and Assembly, 17-23 August 2013, Singapore, Session 200, “Strengthening Access to Information: The Future of Resource Sharing”.

Project management techniques for digital initiatives must shift with the transformation of content from analog to digital, from singular projects to mass-digitization and large-scale digital preservation. How are project management methods employed across digital practices, from digitization, to online access, to preservation? How can project management methods evolve to create a collaborative workflow across collection and service areas of librarianship, centered on digital stewardship?

Solutions for these questions are illustrated in an explanation of the workflows implemented at the University of Maryland, College Park Libraries and reflected upon in a case study of a recent digital initiative.

Centered on the efforts of two departments in the Libraries’ Digital Systems and Stewardship division, this chapter outlines the origins, techniques, and integration of digital project management with a focus on Waterfall and Agile project management. Furthermore, the integration and transition of project management methodologies and tools between groups is emphasized, mirroring the transformation of analog media to digital formats and the requisite shifts in thinking such projects require.

These case studies are based on research across the profession and implementation at the University of Maryland, College Park Libraries. The local application of two established project management techniques, Waterfall and Agile, are summarized and compared. Though regularly employed in application development, applying Agile project management in libraries is a relatively new practice and has not been widely documented in library literature.

This paper seeks to discuss a grant‐funded digitization project for unique Afghanistan gray literature. It aims to address the digitization tasks, workflow, challenges, and solutions. Persistent identifiers, file‐naming conventions, page‐naming rules, and a digitization management system are discussed in detail since they were critical to the success of the project.

The paper describes the unique requirements of the project, and analyzes difficult issues related to the separation of pre‐digitization and post‐digitization in two remote locations. The approach includes persistent identifiers, file‐naming rules, page‐naming conventions and a digitization management system. After one and a half years of operation, the approach has been effective and efficient.

The paper analyzes the unique challenges for a long‐distance collaboration on digitization. Pre‐digitization and digital imaging were carried out in Kabul, Afghanistan, with all the physical materials located there, while post‐digitization and quality control were performed in Tucson, Arizona. The paper found that several components such as persistent identifiers, file‐naming conventions, page‐naming rules, and digitization management system were critical to the success of the project.

The project demonstrates an approach to address a unique digitization project due to the separation of pre‐digitization and post‐digitization. In addition, the approach has served other digitization projects well.

The paper was written for both project managers and technical staff. Project managers can find out the usefulness of a digitization management system and understand digitization issues; while technical staff can find interests in a persistent identifier scheme, file‐naming conventions and page‐naming rules.

The purpose of this paper is to describe methods for restructuring workflows and efficiently using staff members and volunteers to continue work on multiple, simultaneous digital collections as budgets and resources decline.

This paper describes one library’s varied approaches to several digital collections supported by literature or volunteers in libraries.

In the face of continually declining resources and new, time-sensitive priorities and compliance responsibilities, librarians can continue to maintain digital collections by modifying workflows, using the services of volunteers and communicating strategically.

This paper is relevant to librarians, archivists and others who are looking for ways to justify and capitalize on the use of unconventional personnel in digital collections programs.

This paper presents a case of the successful use of volunteers to accomplish digital collections-related tasks in an academic library and provides a communication-based strategy for addressing some of the challenges related to volunteers in academic libraries.

The Texas Digital Newspaper Program (TDNP) supports newspaper preservation and access for any title in Texas, from any date, any location and representing any community. As an active member of the Texas Press Association, TDNP also supports large-scale preservation of born-digital newspaper PDF issues for member publishers. This paper aims to explore how the early days of TDNP built a strong foundation of collaboration and support for large-scale preservation projects, including support for preserving a state press association PDF newspaper collection.

This paper is a case study of a collaborative endeavor to create a large-scale, statewide digital newspaper preservation hub in Texas. This paper details how individual partnerships led to new and larger partnerships. Figures and tables represent numbers of partner institutions served, numbers of newspapers preserved and screenshots of how these items appear within collections on the digital repository environment of The Portal to Texas History. This paper concludes with recommendations for groups interested in developing their own collaborative projects.

As a case study, the data explored include numbers of partnering institutions, materials contributed by partnering institutions and how these numbers help to forward the TDNP agenda.

The final recommendations are lessons learned through collaboration, and the implications are real-world advice from the partners developed through the TDNP.

Hosting over 3.25 million pages of newspapers, the TDNP has become an enormous hub of newspaper preservation in Texas, and it is unique in the numbers of partners it supports and the numbers of pages it is able to host for free access via The Portal to Texas History. This paper is intended to help other groups across the world build their own collaborative preservation efforts, and it offers pragmatic advice derived from hands-on experience.

In a field where external factors can far too easily define who we are as professionals, it is up to us to prove our worth. Even when a position appears to lack opportunity for advancement, we can earn recognition through hard work and initiative. In doing so, we invite other opportunities to come our way. This chapter will demonstrate how the author developed his niche as classified staff in the Daniel F. Cracchiolo Law Library at the James E. Rogers College of Law, University of Arizona. By showing initiative early and often, the author was afforded the opportunity to work on two important digitization projects at the library. The first project involved getting the scholarly work of students in the Indigenous Peoples Law and Policy Program represented in the campus repository. The second project involved supervising a Law Library Fellow’s internship, which included resurrecting in-house digitizing equipment. In detailing these two undertakings, the author will demonstrate why libraries play an important role in digitization. Furthermore, the author will show how up-and-coming library professionals can demonstrate the power of the library, earn recognition, and set the stage for further professional opportunities.

The purpose of this paper is to evaluate current approaches to assessing digitisation activities in memory institutions.

Qualitative and quantitative analysis of digitisation surveys were performed. Analysis concentrated on several themes: general methodological solutions, digitisation objectives, users and usage of digitised content, budgeting and costs of digitisation, and volume and growth of digitised collections.

Analysis revealed an absence of sound methodology solutions, issues of constructing a sample, the split between strategic and resource management approaches to digitisation, low visibility of user related evaluation criteria, and problems in developing quantitative measures.

Approaches to evaluating digitisation are not restricted to digitisation surveys and to provide a more comprehensive analysis these should be complemented by other data (e.g. interviews of digitisation experts). The identification of surveys was limited by subjective factors such as knowledge of national experts, visibility of reports on the web, and language of publication.

The paper assists in the development of digitisation surveys by highlighting previous gaps and achievements.

The paper is a first attempt to comprehend approaches to monitoring digitisation internationally. Gaps and issues identified in the research can guide studies on developing indicators and measures for specific digitisation activities.

The purpose of this paper is to discuss the implications of current theories that advocate for minimal levels of description in digital collections. Specifically, this paper looks at the archival theory of “More Product, Less Process” and its encouragement of collection-level description. The purpose of the study was to analyze how levels of description impact resource retrieval.

This study analyzed 35 images from a New York Public Library (NYPL) digital collection present on the NYPL website and on Flickr. The methodology was designed to reflect users’ information seeking behavior for image collections. There were two research questions guiding this study: what are the descriptive terms used to describe items in digital collections? and what is the success rate of retrieving resources using assigned descriptive terms?

The results of this study revealed that the images from the NYPL collection were more difficult to find on the institution’s website as compared with Flickr. These findings suggest that lesser levels of description in digital collections hinder resource retrieval.

These findings suggest that lesser description levels hurt the findability of resources. In the wake of theories such as “More Product, Less Process”, information professionals must find ways to assign metadata to individual materials in digital image collections.

Recent research concerning description levels of digital collections is several years old and focuses mostly on the usefulness of collection-level metadata as a supplement to or substitute for item-level metadata. Few, if any, studies exist that explore the implications of description levels on resource retrievability and findability. This study is also unique in that it discusses these implications in the context of less-is-more theories of archival processing.

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.