86 · Survey Results: Survey Questions and Responses
data service needs and funding for those services. Measures: We are proceeding with needs assessment and a digital
content review of research data to help inform our service offerings.
Lack of staff time: We all have full time work, to which this has been added measures include prioritizing, planning,
doing what we can with what we have at this point there is little chance of adding personnel in the near term.
Lack of staff time to devote to providing RDM services. At this time, there is no plan to hire additional staff, so this will
continue to be a challenge.
Lack of staffing devoted to RDM.
Limited staffing.
No dedicated staff to data management.
Staffing: the Data Working Group is a voluntary group we are hoping to present a case for a staffing scenario that
recognizes the need for sustained work and increasing visibility of RDMS.
Staffing: We have been identifying the staffing needed and strategies to recruit within an overall library reorganization.
Stretching existing staff capacity.
Time: hard to keep content fresh and plan workshops when this is an added-on task for all of us in addition to our
regular jobs.
We do not have current staffing to support RDM services.
Marketing Services
Awareness of services.
Building awareness among library colleagues and campus administrators.
Campus awareness of services continues to be low.
Communication of services offered.
Create awareness of service to campus constituency. Develop new marketing techniques, identify new collaborators,
etc.
Maintaining awareness of services offered by the Research Data Management Service Group (RDMSG) across campus
over time is an ongoing effort for us. In 2011–2012, we offered regular (each semester) information sessions about the
NSF DMP requirements, which made the RDMSG name visible, but with reduced attendance at those sessions, we’ve
begun additional outreach efforts such as “walk-in” office hours. We continue “advertising” by way of limited email
announcements, twitter and LCD screens across campus, and by maintaining communications with the full group of
library liaisons.
Marketing the existence of our service. We’ve identified many of the units at the university that interact with researchers
at some point in the research lifecycle. We’ve systematically reached out to these units, perhaps on more than one
occasion, to update them on our service and look for points of collaboration and information sharing. This helps us
understand what all the different units that support data management do so that we can refer researchers to them, and
in turn, it helps these units refer to us if the occasion arises.
Marketing to faculty, what’s the best way to let faculty know about these services? There is an established Campus Data
Management Committee with representatives from the library, Office of the VP for Research, central IT, and faculty from
several departments. Response: Sending out memos to faculty and researchers on campus. Added information about
data service needs and funding for those services. Measures: We are proceeding with needs assessment and a digital
content review of research data to help inform our service offerings.
Lack of staff time: We all have full time work, to which this has been added measures include prioritizing, planning,
doing what we can with what we have at this point there is little chance of adding personnel in the near term.
Lack of staff time to devote to providing RDM services. At this time, there is no plan to hire additional staff, so this will
continue to be a challenge.
Lack of staffing devoted to RDM.
Limited staffing.
No dedicated staff to data management.
Staffing: the Data Working Group is a voluntary group we are hoping to present a case for a staffing scenario that
recognizes the need for sustained work and increasing visibility of RDMS.
Staffing: We have been identifying the staffing needed and strategies to recruit within an overall library reorganization.
Stretching existing staff capacity.
Time: hard to keep content fresh and plan workshops when this is an added-on task for all of us in addition to our
regular jobs.
We do not have current staffing to support RDM services.
Marketing Services
Awareness of services.
Building awareness among library colleagues and campus administrators.
Campus awareness of services continues to be low.
Communication of services offered.
Create awareness of service to campus constituency. Develop new marketing techniques, identify new collaborators,
etc.
Maintaining awareness of services offered by the Research Data Management Service Group (RDMSG) across campus
over time is an ongoing effort for us. In 2011–2012, we offered regular (each semester) information sessions about the
NSF DMP requirements, which made the RDMSG name visible, but with reduced attendance at those sessions, we’ve
begun additional outreach efforts such as “walk-in” office hours. We continue “advertising” by way of limited email
announcements, twitter and LCD screens across campus, and by maintaining communications with the full group of
library liaisons.
Marketing the existence of our service. We’ve identified many of the units at the university that interact with researchers
at some point in the research lifecycle. We’ve systematically reached out to these units, perhaps on more than one
occasion, to update them on our service and look for points of collaboration and information sharing. This helps us
understand what all the different units that support data management do so that we can refer researchers to them, and
in turn, it helps these units refer to us if the occasion arises.
Marketing to faculty, what’s the best way to let faculty know about these services? There is an established Campus Data
Management Committee with representatives from the library, Office of the VP for Research, central IT, and faculty from
several departments. Response: Sending out memos to faculty and researchers on campus. Added information about
