Introduction
1. Audience and Purpose
The Executive Guide on Digital Preservation (the Guide) is intended as a resource to help those people responsible for the preservation of digital materials inform senior members within their organization about the relevance and importance of digital preservation, and the opportunities the preservation of digital materials can create.
Users of the information within this Guide may belong to memory and heritage institutions, commercial or financial organizations, government bodies and not-for-profits. The development of this Guide has been supported by United Nations Educational, Scientific and Cultural Organization Memory of the World PERSIST Project (UNESCO/MoW/PERSIST). UNESCO member states each have a role in implementing the UNESCO Recommendation concerning the Preservation of, and Access to, Documentary Heritage Including in Digital Form.
The Recommendation is a useful reference document when reaching out to organizations where memory is not their primary focus. Indeed, all organizations - public, private, local, national or international - are involved with the production of documentary and digital heritage and should be involved actively in its identification, promotion and protection. These groups are all encouraged to consider the sustainability of their digital materials and develop mechanisms to extract and preserve content.
In order to support the UNESCO member states, and organizations of all types, in their mission to preserve our digital heritage the Guide aims to be as broad reaching as possible. It does, however, recognize that even within the same sector or state, every organization is different, has different priorities, risk factors and motivators. It therefore presents a set of generic and sector specific statements and documents, which may be selected and tailored by individual organizations to assist in their internal advocacy work and in the application of the UNESCO recommendations.
Intended to be interactive and customizable, the Guide is presented as an online and accessible collection of resources, and contains:
- Generic statements which define digital preservation in a range of terms which may be understood by various organization types
- Information relating to digital preservation in specific sectors and organization types
- A summary of the importance of digital preservation generally and specifically
- Key motivators for digital preservation which may be relevant to different organization types
- Risks and opportunities associated with each of these key motivators
- Downloadable and customizable presentations
- Useful links to other related and relevant resources
- Statistics and evidence to be used in informing others and making the case for digital preservation
While the content will predominantly be used by existing advocates of digital preservation within an organization, the ultimate target audience for information and the messages it contains, is that of senior executives, legislators and budget holders, as well as decision and policy makers.
2. How to Use It
Information contained within the Guide may be used to create and deliver the message about digital preservation in the most relevant and appropriate format for a user’s organization.
For example:
A policy officer working in an archive or at a ministry in a country that is only just beginning with digital preservation may take the generic statements, as presented within the PowerPoint template, to explain the high-level concept to management.
A corporate archivist who understands the requirement for the auditability of digital documentation might select some of the risks associated with the legal and regulatory compliance ‘motivator’ to demonstrate to senior management the implications of not preserving.
Custodians of research data may use some of the sector specific risks and opportunities as part of a Business Case explaining why there is a requirement for digital preservation within a funding application.
Once the concept has been understood and digital preservation is established as a practice within an organization, some of the reputational opportunities identified within the Guide may be used to convince executives about the importance of accreditation or certification.
Some of the statements contained within the Guide may be applicable to more than one sector. These statements are presented as one way of communicating the importance, risks, opportunities and needs associated with digital preservation – however, as each organization and the content it manages is different, it is expected that users will need to customise the messages, selecting the most appropriate statements from across the sectors presented.
3. Reuse and Updates
The Guide is a community owned resource. The content has been contributed by volunteer members of the Digital Preservation Coalition (DPC) and aligned organizations and represents a small portion of our global digital preservation community. Nevertheless, it is hoped that the Guide will be still relevant to an international and cross-sector audience as much of the information is widely applicable and spans organization types and geography.
Once the messages contained within the Guide have been tailored for use within a specific organization, these customised messages are welcomed as updates for inclusion in future iterations of the resource, and their re-submission into the Guide is encouraged.
Where translations have been offered by DPC members and representatives of UNESCO member states these are provided as part of the Guide. Please note that not all parts of the Guide will have been translated into all languages, but requests to translate the Guide into other languages not currently offered are welcomed. Please email info@dpconline.org to talk about translating the Guide into other languages.
The content of the Guide is made available under an Open Government License v3.0 http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/ so that it can be re-used as widely as possible. Users are welcome to incorporate the information contained within the Guide locally into their own advocacy materials. Please use this form of acknowledgement in re-use: Executive Guide on Digital Preservation http://handbook.dpconline.org/ Digital Preservation Coalition, licensed under the Open Government License v3.0.
Templates
Download editable PowerPoint and Word templates and customize them with statements and evidence from the Executive Guide.
'Digital Preservation is...' PowerPoint [1.9 MB]
Facts and Figures
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Supporting Evidence |
Key motivators |
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Hurricane Sandy caused flooding in data centers resulting in potential loss of business data |
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U.S. Nuclear System Runs on Early Computers and 8-Inch Floppy Disks |
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As much as 80% of scientific data from the 1990s is irretrievable |
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Precedent-setting Supreme Court opinions contain links to online sources that are disappearing |
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Meet the digital historians on a mission to preserve data for future generations |
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Future-Proofing Critical Digital Data in an Increasingly Complex Global Regulatory Environment , extract from report undertaken by the IGI https://iginitiative.com supported by Preservica. Full report available here |
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Preserving history and ensuring citizen access to digital government records using the cloud , extract from report undertaken by the IGI https://iginitiative.com supported by Preservica. Full report available here |
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A Practical Approach to Governing 170 Years of Critical Corporate Records , extract from report undertaken by the IGI https://iginitiative.com supported by Preservica. Full report available here |
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In regulated industries such as financial services, digital archiving can help firms meet specific compliance needs. MiFID II, for example, requires that all firms keep unalterable records of all electronic communications intended to conclude in or confirm a transaction. The unalterable, date and time-stamped format of digital archives can also provide organisations with legally admissible records of all online activity, enabling disputes to be more easily resolved. Information provided by MirrorWeb |
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For brands and public sector organisations, digital archiving allows them to capture a permanent record of web and social media content, protecting it from alteration and unauthorised use. It also ensures that content continues to deliver value long into the future. The use of big data techniques such as sentiment analysis to understand customer engagement and brand perception over time, for example, could be used to inform future marketing strategy. Information provided by MirrorWeb |
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2.5 quintillion bytes of data are created online every single day. To try and conceptualise that, if you laid out 2.5 quintillion one pence coins, it would cover the surface area of Earth five times over. Information provided by MirrorWeb |
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Over 90% of all the data in the history of the world was generated in the last two years (although that window is shortening!). |
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| 52% of links to web pages of government departments quoted in Hansard between 1997 and 2006 were broken by 2007 | Corporate/Cultural Memory |
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Every single minute:
Information provided by MirrorWeb |
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95 million photos and videos are shared on Instagram every day. Information provided by MirrorWeb |
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The average size of a web page is approximately 3MB, and the average website is about 50/60MB. The time taken to crawl a website would depend on a number of factors, most notably on the make up of the URIs, i.e., how many media files, pages, images, PDFs etc. there are. The other major factor is the structure of the site in terms of links and the CMS used, as this has a significant impact on the current limitations of crawl technology such as Heritrix. Information provided by MirrorWeb |
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MirrorWeb recently worked with The National Archives to migrate the UK Government Web Archive, including Twitter and YouTube content, to the MirrorWeb cloud platform. It took two weeks to capture and transfer 120TB of data from 72 hard drives at The National Archives to internal hard drives, before transferring and hosting that archive in the cloud. To put that in perspective, 120TB of data is five and a half times the complete film catalogue on Netflix. Information provided by MirrorWeb |
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The average university website might be around 30-60GB, and this would take anything between 6-20 hours on average to crawl, dependent on the platform and makeup of the content and links within. Information provided by MirrorWeb |
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The cloud does not need infrastructure to accommodate growth, cutting down on a lot of storage overheads and meaning less costs for customers. For MirrorWeb to archive 30GB of website data, it would cost just £650 for the year, and £300 for a social media account annually. Information provided by MirrorWeb |
Image Bank
As a Minimum Digital Preservation Needs:
"...an enabling policy and regulatory environment including organisations and technical infrastructure which is appropriately resourced"
While each organization will robably prioritize these elements differently, essentially all organizations require the same four things to enable effective digital preservation:
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An Enabling Policy and Regulatory Environment
including:- Broad understanding of the issues - policy-makers, regulators, and legislators need to understand the importance of digital preservation and the potential impact of inaction on all areas of government and society, e.g. health, economy, culture.
- Supporting Legislation - absence of this creates a barrier which people, procedures and processes and technology cannot overcome. Digital preservation concerns must be folded into legislation covering issues such as copyright and legal deposit.
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Organizational Infrastructure
made of:- Institutional Buy-In – digital preservation must ultimately become core business, with project transitioning at the appropriate point in time. Effective digital preservation benefits the entire organization through sustained, efficient access to reliable, useful and useable data.
- People – a multi-disciplinary team is required with skills including information management and/or research data management, project and change management, software development, user engagement, and networking and storage maintenance amongst others.
- Procedure and Processes - identifying and developing policy, good practice and standards makes digital preservation achievable. It is essential to develop a risk management statement which supports prioritization of preservation actions and assigns roles and responsibilities for managing key digital materials in a transparent and professional manner.
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Technological Infrastructure
made of:- Systems and Services - maintain high quality and sustainable digital preservation services by understanding the shifting technological landscape, the options available, workflow management, and the people required to support the processes and systems.
- Information Security – ensure digital materials are stored securely, only accessed by authorized users, and authenticity and integrity are maintained.
- Accountability – digital preservation systems should support organizations in being transparent in how they deploy their strategies. Where contracts and procurement processes allow, communicate with other preservation stewards to understand the value and costs of services offered.
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Resources:
- Financial - sustainable, targeted and long-term funding is key to successful digital preservation. It must be funded as a part of core business rather than relying on grant/project funding to enable effective planning and consistency.
- Human - an appropriately skilled workforce must be created. Staff should have the skills to communicate their knowledge and the importance of digital preservation to different audiences. Invest in capacity, training and development to create a competent and responsive workforce ready to address the challenges of digital preservation. Ensure all staff have sufficient knowledge in digital preservation relevant to their roles to enable us to develop and maintain robust digital materials.
For hands-on practical guidance on getting started with digital preservation as well as an introduction to some of the organizational strategies you could adopt, take a look at the Digital Preservation Handbook.
Opportunities
“Preserving digital materials creates opportunities – embrace them!”
These Opportunity statements are arranged by organization type so you could either select the relevant Opportunities within your type or, if you know that your organization is particularly concerned with ‘accountability’ for example, you could identify all of the statements associated with that Motivator.
Remember that some of the Opportunity statements for other organization types, with the same Motivator, might also hold significance in your organization.
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Organization Type |
Digital Preservation can… |
Key Motivators |
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demonstrate a commitment to transparency and accountability by sustaining an accurate digital record |
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an investment in distinctiveness, competence and competitiveness by providing access to legacy data and digital systems which are essential for innovation, research, development |
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protect investment by maintaining clear audit trails |
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capture potential by providing greater scope for innovation and reuse of data |
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transmit opportunities to future generations by ensuring the right data is available to the right people at the right time in the right format, for as long as necessary |
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provide efficiencies of scale through shared services, resources and systems |
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provide cost efficiencies through planned disposal and deletion which results in reduced storage requirements |
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provide cost and operational efficiencies by allowing the consolidation of legacy systems |
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provide cost efficiencies through the greater automation of processes |
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hold governments to account by maintaining a clear and permanent audit trail |
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make available a dynamic, powerful information asset which represents an accurate social and cultural record |
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demonstrate a commitment to core statutory function for collection, for present and future generations |
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enable better cooperation with regulatory bodies by sustaining access to reliable records as evidence of actions. |
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allow an organization to defend decisions and attribute responsibility by sustaining access to reliable records as evidence of actions for legal, regulatory and IPR cases |
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enable the organization to respond more efficiently to legal holds by sustaining access to reliable records |
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demonstrate increased transparency through improved access to records for stakeholders, |
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inspire brand evolution through an understanding of corporate history enabled by access to a complete set of reliable records |
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inform business initiatives today through an understanding of previous decisions and rationale enabled by access to a complete set of reliable records |
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protect against financial losses by enabling the provision of evidence for legal and regulatory cases |
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add value and create opportunities for the business by leveraging corporate memory as an asset |
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provide cost efficiencies through planned disposal and deletion according to specified retention schedules, which results in reduced storage requirements |
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demonstrate, to funders, a commitment to the sustainability of their investment and the cultural record |
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demonstrate compliance with institutional and funder policies on data management policies |
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create a pathway for smaller organizations to take advantage of enterprise level infrastructure through shared or cloud services |
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reduce duplication of infrastructure and effort by sharing services, systems and storage with other institutions |
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demonstrate long term vision and planning |
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provide opportunities for raising funds through the reuse of existing data |
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generate income and new service models through the reuse of existing data |
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provide opportunities for the reuse of historical research data for purposes not originally anticipated |
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make the right information is available at the right time, by using the most appropriate service |
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save on storage costs by enabling documented appraisal, disposal and deletion procedures |
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increase the potential for the re-use of digital material though established IPR |
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demonstrate greater transparency through documented audit trails |
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support business continuity through sustained access to key business records |
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avoid wasted expenditure and reduce long-term operational costs by considering access and reuse at the stage of data generation, creation and system design. |
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inform and educate the public by enabling access to diverse digital data and records |
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improve future policy formation by supporting robust strategy, processes and procedures |
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demonstrate, to the public purse, a commitment to maintaining the sustainability of the cultural record |
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inspire the trust and understanding of future users, by providing a complete digital record |
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improve knowledge transfer during staff turnover and exits by sustaining access to a complete digital record |
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enable informed and planned disposal as well as retention which mitigates the continuous increase in the volume of time-series data, as well as the cost of managing it |
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remove the need for expensive and time-consuming data rescue and digital archaeology work on legacy data through appropriate planning and initial investment |
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help retain the archival and historical value of rich and diverse collections, ensuring they continue to be accessible for the long-term |
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earn the trust of the public through sustained access to documentary heritage which guarantees the integrity of digital holdings |
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demonstrate a commitment to delivering on a public mandate, for present and future generations |
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maintain access to strategically important assets |
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demonstrate that the organization is meeting its obligations and mandate through documentary evidence of compliance to legislation |
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help ensure that cultural and creative data, including the outputs of industry remains accessible, reusable and understandable |
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create greater scope for innovation and reuse by using cultural and creative data at scale |
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maintain access to digital outputs of cultural and creative industries which are essential for innovation, research, development |
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transmit opportunities to future generations by ensuring the right cultural and creative data is available to the right people at the right time in the right format, for as long as necessary |
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instil trust in cultural and creative data by demonstrating a complete cultural record |
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demonstrate the fulfilment of a legal obligation to display and therefore preserve collection objects in perpetuity |
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prevent interruptions to service and loss of earnings through resilient processes and sustained access to information which enable hardware and software updates, upgrades, obsolescence, failures and stoppages |
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enable tracking of unauthorized changes, copies and access leading to greater trust and assurance |
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enable robust and trusted iterations and audit trails, review and update to remain in line with the latest standards and best practices, safeguarding organizational reputation. |
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create efficiencies in workflow and processes, as well as potentially creating income through data re-use |
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maintain the cultural and monetary value of the collection, by sustaining access to it |
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instil confidence in the ability to preserve digital collections |
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cut the costs of viewing rooms open to the public by moving some collections into deep storage |
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help visitors to gain a deeper understanding of our cultural heritage creating new learning experiences with existing data |
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reach new audiences by creating new learning experiences with existing data |
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ensure the collection remains relevant and accessible to generations to come by creating digital copies |
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be an investment in a high-quality service which enhances audience experience |
Risks
“Failing to preserve digital materials renders them unusable”
These Risk statements are arranged by organization type so you could either select the relevant Risks within your type or, if you know that your organization is particularly concerned with ‘compliance’ for example, you could identify all of the statements associated with that Motivator.
Remember that some of the Risks statements for other organization types, with the same Motivator, might also hold significance in your organization.
For more on the risks of failing to preserve digital materials, see the DPC's 'Bit List' of Digitally Endangered Species. By compiling and maintaining this list over the coming years, the DPC aims to celebrate great digital preservation endeavors as entries become less of a ‘concern,’ whilst still highlighting the need for efforts to safeguard those still considered ‘critically endangered.’
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Organization Type |
Risk |
Potential Consequences |
Key Motivators |
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Data safety and security are compromised. |
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Technologies used become obsolete; this may apply to elements such as hardware, software and file formats. |
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The bits and bytes making up the digital information degrade over time. |
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Insufficient contextual information (metadata) to understand the information and for it to be useful. |
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Lack of supporting legislation to facilitate preservation, particularly relating to copyright/IPR, privacy and legal deposit. |
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Rate of data creation outstrips capacity for storage, processing and preservation. |
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Insufficient funding available to allow sustainable preservation procedures and systems to be established. |
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Insufficient staffing/skills to be able to carry out successful preservation. |
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Lack of collaboration behind different departments/areas of the organization |
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Executive level support for digital preservation is not persistent |
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Failure to engage with stakeholders at all stages of the record life-cycle |
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Failure to maintain preservation system and processes. |
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Existing storage systems do not protect records from unauthorised change or corruption |
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Staff fail to comply with organizational policy and processes in relation to management of records (reliability, authenticity, usability etc.), |
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Inability to provide evidence of compliance with regulations |
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Business processes rely on file formats and storage media that are becoming obsolete |
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Inability to produce reliable and authentic records necessary to pursue or defend legal claims |
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Loss of corporate memory |
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The archive team do not have the tools required for effective search and retrieval of digital holdings |
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Inability to reuse valuable information |
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Volume of data continues to grow without action being taken |
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Unable to fully capture and represent current events for future generations |
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Inability to access legal documentation, institutional history and decision-making precedents |
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The hardware or software required to interpret, and present digital information is no longer available |
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Research data not transferred to the relevant repository for preservation |
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Lack of vendor accountability |
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No active preservation carried out on data |
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Data from an experiment that cannot be repeated is not preserved |
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Data is inaccessible due to lack of preservation |
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Data is not preserved with sufficient context, identifiers and documentation |
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Data rendered usable through a lack of proactive use, updates, and checking |
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Litigation from consumers if data made available is not reliable and trustworthy |
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Storage conditions are inadequate for preservation |
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| Libraries |
Preservation not carried out in a timely manner |
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| Libraries |
No active programme/processes aimed at acquiring digital objects/collections |
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| Libraries |
Organisation does not move important digital/digitized objects into a preservation system |
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| Libraries |
Do not adequately consider the preservation needs of complex digital objects, including new publication formats |
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Preservation processes do not adequately consider rendering and display. |
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Digital objects/collections are not captured in a suitable preservation system |
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Absence of appropriately skilled and invested people responsible for digital preservation |
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Absence of a documented workflow for the creation/acquisition and then maintenance of digital files |
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What is Digital Preservation?
Starting a converstion about digital preservation with Senior Executives can be difficult without first establishing a definition which can be relayed in language understandable to your audience.
These definitions aim to do that. They are grouped by organization type but presented in no particular order. Select and use the statements which are most relevant to your organization. You may find that some statements categorised under a different organization type may still be relevant to you. You may wish to rank them according to your organization’s priorities or add more detail based on your context.
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Organization Type |
Digital Preservation is... |
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Planning and developing strategy and policy to sustain access to digital materials for as long as is required, |
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Liaison with data creators, data users, solution providers, IT departments, records managers, marketing teams, policy makers and more, |
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A function which requires different areas of an organization and its stakeholders to work together with strong, enabling leadership, |
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Actively monitoring, planning, administering and managing digital materials, systems and workflows to ensure their longevity beyond the limits of technology obsolescence and degradation, |
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Assigning the appropriate level of preservation activity for a given set of digital materials, |
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Capturing all necessary associated contextual documentation and metadata, |
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Ensuring the continued integrity and authenticity of digital materials, |
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Only keeping what is required through careful and informed appraisal and selection, |
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Using appropriate standards to make digital materials more robust and resilient, |
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Adding value to an organization’s digital materials over time, |
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Keeping up with changes in the shifting technological landscape, |
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Assisting access through the provision of supporting documentation and , where appropriate, for end users, |
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A set of activities within any organization – as essential as the power grid or plumbing, |
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A cross-organizational business culture - digital preservation should be ‘business as usual’, |
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Providing appropriate access, which adheres to contextual security and sensitivity requirements, |
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Part of an ongoing stewardship mission to ensure to the future of libraries and archives as memory organizations, |
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Necessary for libraries and archives to tell the unbroken story of our communities and societies. |
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Managing the confidentiality, integrity and availability of the organization’s records to ensure efficient and accurate access, |
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Applying retention periods correctly, avoiding unnecessary risks. |
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Planning and strategizing to sustain access to digital research data for as long as is required, |
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Preserving continuity as well as functionality for future research, |
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Ensuring data remains accessible and usable, |
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Providing staff and users with sufficient digital preservation skills to fulfil their part of the data management process. |
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Having the information required to install or perform an artwork according to an artist’s concept and specifications, technological context and historical accuracy. |
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Having the information required to curate and display a digital object or collection in a way that provides an accurate and meaningful depiction of the object(s) and our cultural heritage. |
Digital Preservation is not:
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Organization Type |
Digital preservation is more than... |
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Digitization, backing up, storage, public access and discovery, |
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Buying an off-the-shelf product and considering it ‘done,’ |
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A technical problem, it is also a cultural one, requiring leaders in this space to bring others on board to ensure solid preservation practice, |
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A fashionable trend, it’s a continuing change for all organizations. |
Technology
Any factor relating to the integrity and operation of the systems, storage, hardware or software required to preserve digital materials.
What are the Risks of not preserving digital materials?
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Organization Type |
Risk |
Potential Consequences |
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Technologies used become obsolete; this may apply to elements such as hardware, software and file formats. |
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Rate of data creation outstrips capacity for storage, processing and preservation. |
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Insufficient funding available to allow sustainable preservation procedures and systems to be established. |
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Failure to maintain preservation system and processes. |
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The hardware or software required to interpret, and present digital information is no longer available |
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Storage conditions are inadequate for preservation |
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Do not adequately consider the preservation needs of complex digital objects, including new publication formats |
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What Opportunities do preserved digital materials create?
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Organization Type |
Digital Preservation can… |
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provide efficiencies of scale through shared services, resources and systems |
|
|
provide cost efficiencies through planned disposal and deletion which results in reduced storage requirements |
|
|
provide cost and operational efficiencies by allowing the consolidation of legacy systems |
|
|
provide cost efficiencies through the greater automation of processes |
|
|
provide cost efficiencies through planned disposal and deletion according to specified retention schedules, which results in reduced storage requirements |
|
|
create a pathway for smaller organizations to take advantage of enterprise level infrastructure through shared or cloud services |
|
|
reduce duplication of infrastructure and effort by sharing services, systems and storage with other institutions |
|
|
make the right information is available at the right time, by using the most appropriate service |
|
|
avoid wasted expenditure and reduce long-term operational costs by considering access and reuse at the stage of data generation, creation and system design. |
|
|
enable informed and planned disposal as well as retention which mitigates the continuous increase in the volume of time-series data, as well as the cost of managing it |
|
|
cut the costs of viewing rooms open to the public by moving some collections into deep storage |
Security
Any factor relating to the safety, security and integrity of the digital materials and the systems and architecture used to preserve them.
What are the Risks of not preserving digital materials?
| Organization Type | Risk | Potential Consequences |
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Data safety and security are compromised. |
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Rate of data creation outstrips capacity for storage, processing and preservation. |
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Existing storage systems do not protect records from unauthorized change or corruption |
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Volume of data continues to grow without action being taken |
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What Opportunities do preserved digital materials create?
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Organization type |
Digital Preservation can… |
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provide cost efficiencies through the greater automation of processes |
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enable tracking of unauthorized changes, copies and access leading to greater trust and assurance |
Revenue
Any factor relating to organizational income or earnings.
What are the Risks of not preserving digital materials?
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Organization type |
Risk |
Potential Consequences |
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Data safety and security are compromised. |
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Insufficient funding available to allow sustainable preservation procedures and systems to be established. |
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Executive level support for digital preservation is not persistent |
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Existing storage systems do not protect records from unauthorized change or corruption |
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Loss of corporate memory |
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The archive team do not have the tools required for effective search and retrieval of digital holdings |
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Inability to reuse valuable information |
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Data is inaccessible due to lack of preservation |
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Data rendered usable through a lack of proactive use, updates, and checking |
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No active program /processes aimed at acquiring digital objects/collections |
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Organization does not move important digital/digitized objects into a preservation system |
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Do not adequately consider the preservation needs of complex digital objects, including new publication formats |
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Preservation processes do not adequately consider rendering and display. |
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Digital objects/collections are not captured in a suitable preservation system |
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Absence of appropriately skilled and invested people responsible for digital preservation |
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Absence of a documented workflow for the creation/acquisition and then maintenance of digital files |
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What Opportunities do preserved digital materials create?
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Organization Type |
Digital Preservation can… |
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capture potential by providing greater scope for innovation and reuse of data |
|
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transmit opportunities to future generations by ensuring the right data is available to the right people at the right time in the right format, for as long as necessary |
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provide opportunities for raising funds through the reuse of existing data |
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generate income and new service models through the reuse of existing data |
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increase the potential for the re-use of digital material though established IPR |
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create greater scope for innovation and reuse by using cultural and creative data at scale |
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maintain access to digital outputs of cultural and creative industries which are essential for innovation, research, development |
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transmit opportunities to future generations by ensuring the right cultural and creative data is available to the right people at the right time in the right format, for as long as necessary |
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create efficiencies in workflow and processes, as well as potentially creating income through data re-use |
Subcategories
Collaborative Projects
Ongoing collaborative projects that the DPC is an active member of. These are typically externally funded.