WEBVTT 00:00:00.000 --> 00:00:07.000 Well, good afternoon to everyone. We're going to go ahead and get started. For all of you joining us, as well as those, that might be actually out on the west coast. 00:00:07.000 --> 00:00:17.000 Good morning to you. I am Joe Capello, the library's chief human capital officer and I'm thrilled to be with you today for this Library of Congress career showcase. 00:00:17.000 --> 00:00:25.000 It's designed to tell you more about the largest library in the world and to describe the Director Digital Services Directorate. 00:00:25.000 --> 00:00:35.000 The job posting is currently open and will remain so until Friday, February, sixteenth. With us today we have Kate's Ward. 00:00:35.000 --> 00:00:43.000 She's the Associate Librarian for Discovery and Preservation Services. Joining Kate or Steven Short. 00:00:43.000 --> 00:00:54.000 The chief business analysis office as well as acting chief. Collection discovery and metadata services. We also have Camille Salis, Assistant Head, Digital Collections Management section. 00:00:54.000 --> 00:00:58.000 They'll be telling you more about the position today. We'll provide an opportunity for you to ask questions near the end of our presentation. 00:00:58.000 --> 00:01:15.000 And one note on that, please. Please use the QA function to submit your questions. In addition, you'll see an option to submit your question anonymously. 00:01:15.000 --> 00:01:23.000 You may also go into your settings. And change the identifier on your profile to Anonymous, 2024. 00:01:23.000 --> 00:01:31.000 We'll do our best to answer as many questions as we can during the hour. On our website at LOC. 00:01:31.000 --> 00:01:41.000 Dot gov backslash careers you'll find general information about being a federal employee within the legislative branch, including federal pay and compensation. 00:01:41.000 --> 00:01:52.000 Retirement and other important details. At the end of today's showcase, you'll be invited to participate in a brief three- survey before you sign off. 00:01:52.000 --> 00:02:04.000 We appreciate and value your feedback. Now on to our presentation. Dr. Carla Hayden, the Librarian of Congress, recorded a virtual video tour of the library. 00:02:04.000 --> 00:02:12.000 And she also describes 3 imperatives that inform our actions and focus our energies each and every day. Dr. 00:02:12.000 --> 00:02:15.000 Hayden. 00:02:15.000 --> 00:02:25.000 Hello everyone, I'm Carla Hayden, the Librarian of Congress, and I could not be more pleased that you're considering the Library of Congress as your new work home. 00:02:25.000 --> 00:02:41.000 We are the largest library in the world. But was so much more than that. Addition to our vast and varied collections we're the home to the main research armor the United States Congress and to the US Copyright Office. 00:02:41.000 --> 00:02:49.000 With our question. We're an essential resource to scholars and researchers as diverse as the disciplines they represent. 00:02:49.000 --> 00:03:04.000 But we are also the People's Library. A place where everyone who loves learning can experience the joy of discovery, but the light of a story well told, and the wonder of the wisdom of a centuries. 00:03:04.000 --> 00:03:13.000 That's the Library of Congress in a few words. But as someone who's considering joining our ranks, I'm sure you want to know more. 00:03:13.000 --> 00:03:21.000 3 imperatives drive us every day, informing our actions and focusing our energies. The first is to engage. 00:03:21.000 --> 00:03:39.000 We're in the business of engaging with writers, researchers, and the public at large with our unparalleled collection of original manuscripts, ancient maps, where books, photographs, films, sound recordings, journals, newspapers, and more. 00:03:39.000 --> 00:03:50.000 Whether they are recounting and interpreting current events for future generations, writing the next bestseller, or diving into family genealogy, we engage. 00:03:50.000 --> 00:03:55.000 And that includes the millions of Americans who are blind or live with other disabilities providing contemporary literature in a variety of accessible formats. 00:03:55.000 --> 00:04:12.000 The second of our 3 imperatives is to inspire. We provide an impressive range of programs, exhibitions, knowledge centers, and marquee library events to extend our reach and inspire learners of every age. 00:04:12.000 --> 00:04:26.000 Whether through the Veterans History Project, the National Book Festival, our digital learning labs, the story core archive, or a host of other initiatives. 00:04:26.000 --> 00:04:35.000 We are focused on igniting imaginations and feeding the hunger for knowledge. Number 3, we are here to inform. 00:04:35.000 --> 00:04:45.000 We provide Congress, the judiciary and federal agencies across the board with round-the-clock access to a vast storehouse of knowledge and print. 00:04:45.000 --> 00:04:59.000 Online and via consultation with scholars and deeply experienced subject matter experts from the Congressional Research Service, the US Copyright Office, the Law Library, and the Plugy Center. 00:04:59.000 --> 00:05:08.000 Informing our constituents is what we do. Why we are here. So what does all this mean to you? 00:05:08.000 --> 00:05:11.000 Someone considering making the Library of Congress your work home. It means that you'll be a guardian of knowledge. 00:05:11.000 --> 00:05:23.000 A gateway to access a guide to people of every age and background. I can think of no higher column. 00:05:23.000 --> 00:05:31.000 And now I turn the proceedings over to some of my much valued colleagues. 00:05:31.000 --> 00:05:36.000 Thank you so much, Joe and Dr. Hayden. I always love watching that video. It 00:05:36.000 --> 00:05:42.000 It really, I find it really inspiring. Thank you all so much for joining us today and it's my pleasure to be with you here to talk a little bit about this job opportunity that has opened up. 00:05:42.000 --> 00:05:51.000 My name is Kate Sword. I'm the Associate Librarian for Discovery and Preservation Services. 00:05:51.000 --> 00:06:01.000 Excuse me. Okay. And we have this great opportunity to talk to you today. About. 00:06:01.000 --> 00:06:12.000 Excuse me. About the job and the role. And it's function within the library. Can we go to the next slide please? 00:06:12.000 --> 00:06:22.000 And so I just wanted to do a little bit of ground. Setting with you all to sort of give you a sense of where it fits with in the larger organizational structure. 00:06:22.000 --> 00:06:25.000 I know those of us were administrators love an org chart so I couldn't resist the opportunity to share this with you. 00:06:25.000 --> 00:06:31.000 This is the. This is the one that's on the website. If you wanted to see it, also this video will be, recorded and posted for you to view again. 00:06:31.000 --> 00:06:40.000 So this is the entirety of the organizational structure. This is the Library of Congress, headed by our leadership, Carla Hayden and Mark Sweeney. 00:06:40.000 --> 00:06:51.000 Next slide, please. And this is where I fit in on the org chart just to keep you. Sense of, of where we are. 00:06:51.000 --> 00:07:02.000 Can you go one more slide, please? And so the job that we'll be describing the director of digital services is within the, live, what we call the library part of the library. 00:07:02.000 --> 00:07:15.000 This is a roughly half of the Library of Congress. That serves the functions of the national library including the law library and the national library service for the uplying and print disabled and our leader is Robin Dale. 00:07:15.000 --> 00:07:23.000 And there are other important functions of the library that you'll see on, on the right, including the Office of Librarian, the United States Copyright Office and commercial research service. 00:07:23.000 --> 00:07:32.000 But right now we're talking about the library services half of the library. Next slide, please. 00:07:32.000 --> 00:07:31.000 And there's, this job on the org chart. You can see it in the green. 00:07:31.000 --> 00:07:38.000 One more, please. 00:07:38.000 --> 00:07:38.000 And so we're gonna zoom in from that big orchard to just the library part of the library. 00:07:38.000 --> 00:07:51.000 Half of the library, which we call the library questions and services group. And so you can kind of see where your oriented within this space. 00:07:51.000 --> 00:07:57.000 And so to talk a little bit more about the broader environment of. This half of the library. We support the law library, which provides essential services to Congress. 00:07:57.000 --> 00:08:07.000 And the American people. Researcher and Collection Services, headed by Hannah Summers. 00:08:07.000 --> 00:08:22.000 That's the reading rooms, the collection development office, the John. Kluy Center. Up top you see that national service for the blind and print disabled which offers no cost books to people with print disabilities. 00:08:22.000 --> 00:08:31.000 And then some of our support services including operations and the planning assessment and communications team. And then the service unit that I lead is here on the right. 00:08:31.000 --> 00:08:35.000 Next slide please. 00:08:35.000 --> 00:08:40.000 We're gonna zoom in on that a little bit more. Next slide, please, Dan. 00:08:40.000 --> 00:08:49.000 And so this is the Discovering Preservation Service, services service unit, which contains 3, 3 directories. 00:08:49.000 --> 00:08:54.000 One is the director for preservation and 3 directorates. One is the director for preservation, and that is, the management of the general collections. 00:08:54.000 --> 00:09:05.000 One is the director for preservation Jake Nedal and that is the management of the general collections and the stacks the conservation division, the preservation research and testing division, which is a scientific laboratory to test materials. 00:09:05.000 --> 00:09:14.000 And the preservation services division. And then you have acquisition and biblical graphic access headed by Beecher Wickens and Angela Kenny. 00:09:14.000 --> 00:09:20.000 This is our the cataloging and description and acquisitions. Also cataloging policy and training. 00:09:20.000 --> 00:09:23.000 And the thing that we'll be talking about today is the digital services, directorate. 00:09:23.000 --> 00:09:28.000 Next slide, please. 00:09:28.000 --> 00:09:34.000 And so, this is the, part of, LCSG. That is. 00:09:34.000 --> 00:09:44.000 Responsible for. Leading all of our digital services. And I'm really glad today to share, to share some time with Steve Short and Camille Sales because one of the things that excites me the most about this job and this work are the people in this group. 00:09:44.000 --> 00:09:56.000 They're some of the most incredible people I've ever had. The pleasure to work with. And, I'm glad that you'll get to meet some today. 00:09:56.000 --> 00:10:11.000 Next slide, please. So the digital services directorate like having zoomed in even further, contains, 4 divisions, the business analysis office, the collections discovery of metadata services. 00:10:11.000 --> 00:10:18.000 And collections digitization and collections digital collections management and services. Next slide please. 00:10:18.000 --> 00:10:26.000 So Steve Short will be talking about the business analysis office in more detail. So I'll just leave this at a high level. 00:10:26.000 --> 00:10:27.000 It's about 10 staff. And it does the thing that it's that it says on the box. It. 00:10:27.000 --> 00:10:44.000 Does analysis of business. It also helps us coordinate our IT needs so that when we're leasing with OCIO we have a coordinated and organized set of requests to make of them. 00:10:44.000 --> 00:10:58.000 As you might imagine the needs for IT support here are high and and we need to work together to make sure that we're proposing solutions or ideating on things that work across the service unit and not just one offs. 00:10:58.000 --> 00:11:04.000 And we also work on, project management. Next slide. 00:11:04.000 --> 00:11:04.000 Steve, we'll also talk about the, collections discovery and metadata services division. 00:11:04.000 --> 00:11:14.000 This used to be called the IOS program office if you were familiar with the library from about a year ago. 00:11:14.000 --> 00:11:17.000 We did a name change. Steve is acting as chief in that job. So he'll also talk about that, but that's about 20 people. 00:11:17.000 --> 00:11:34.000 That does the discovery and access systems for libraries collection. Next slide, please. And so, I'll talk more in more depth about the 2 that Steve isn't going to cover. 00:11:34.000 --> 00:11:39.000 This is the collections digitization division. This is the central hub. For digitization. 00:11:39.000 --> 00:11:45.000 Of collections at the Library of Congress. There's other digitization that happens elsewhere for records and things that are not collections, but this is all collections. 00:11:45.000 --> 00:12:00.000 We have a scanning lab where we do in-house imaging. The, the, the, this, stack is responsible for managing those equipment, managing those, people. 00:12:00.000 --> 00:12:07.000 And then we also have a number of digitization contracts. And we, obviously it's, it's a large enterprise. 00:12:07.000 --> 00:12:12.000 There's a lot of request for digitization. So we run that process by which people request. 00:12:12.000 --> 00:12:19.000 That their materials are digitized. And then we also have a leadership role in the broader community about digitization specifications. 00:12:19.000 --> 00:12:25.000 There is also a digitization strategy, that the library published. We really are interested in sharing as much of the collections as we can with the broadest amount of people. 00:12:25.000 --> 00:12:35.000 That's possible. So we have a really ambitious, strategy to ramp up digitization over the next 5 years. 00:12:35.000 --> 00:12:41.000 And I'll drop that link in chat and just a little bit. Next slide, please. And then there's the digital collection management and services division. 00:12:41.000 --> 00:12:53.000 And Camille, we'll talk a little bit about a section of this division, but this is this is the group that's responsible for the acquisition management of digital collections. 00:12:53.000 --> 00:13:01.000 They do that. They do that hands-on work for the general digital collections, but they also have leadership. 00:13:01.000 --> 00:13:11.000 In terms of policy making for digital collections throughout the enterprise. Including special collections. And, they have run the web harvesting and crowdsourcing program. 00:13:11.000 --> 00:13:28.000 They also have they share leadership with with another team in LCSG for the digital collections Sorry, I'm gonna, it's the digital collection strategy, which is our ambitious strategy for ramping up. 00:13:28.000 --> 00:13:37.000 The the digital collecting and management that we're going to do over the next several years. Next slide, please. 00:13:37.000 --> 00:13:47.000 So I, I think at this point I am turning it over to Steve for, for more next slide. 00:13:47.000 --> 00:13:54.000 For a deeper dive into those 2, elements of the directorate. Thank you. 00:13:54.000 --> 00:14:00.000 Thank you, Kate. That was, it was good to have the kind of a way finder of where we are in the organization. 00:14:00.000 --> 00:14:13.000 So next slide. And, I'm Steve Short and I'm the, the chief of the business analysis office and also the acting chief is instead of the CDMS, which is our collection. 00:14:13.000 --> 00:14:24.000 CMDS is collection. Discovery metadata services. Division and let me start off by talking a little bit about both organizations in the context of the charts you were seeing. 00:14:24.000 --> 00:14:29.000 And you're gonna hear a common theme, I think, and some of the things we're saying is that there's a lot of working together here. 00:14:29.000 --> 00:14:42.000 And if you look at, the, larger org chart that's on our website and that Kate had shown you and the LCSG component we work across LCSG in terms of supporting them and helping them do their LCSG component. 00:14:42.000 --> 00:14:45.000 We work across LCSG in terms of supporting them and helping them do their work and there's many partnerships in work. 00:14:45.000 --> 00:14:53.000 We're part of their work and they're part of our work very much so. So that even though you're seeing like org structures. 00:14:53.000 --> 00:14:57.000 There aren't these real hard separations in your day to day. You have to work together and that's it. 00:14:57.000 --> 00:15:02.000 And it's an enjoyable thing. It's a great thing and we're, you know, especially in the library component. 00:15:02.000 --> 00:15:21.000 We actively work to support others and The business analysis office does its support. On the for several areas that Kate had mentioned we do the IT coordination and it's just a lot of helping to tee things out for prioritization. 00:15:21.000 --> 00:15:27.000 There's a lot of need and you know resources we have to balance that with available resources and we do that across LCSG. 00:15:27.000 --> 00:15:36.000 We do. Web support for, LCSG wide and one of the major projects we're working on right now is the reading room. 00:15:36.000 --> 00:15:43.000 Web. Web page modernization and that's been. And going for about a year or so and it's. 00:15:43.000 --> 00:15:50.000 Changing all of our legacy, some of them like, 20 years old, the web pages to more modern template and design. 00:15:50.000 --> 00:15:56.000 The we also do support of some various tools. In that including a live app suite where we help people with that. 00:15:56.000 --> 00:16:02.000 We're not an IT shop, but we're a bridge to IT very often. We do other organizational support. 00:16:02.000 --> 00:16:16.000 There's been ongoing work that we've been looking at with. Looking at the way that we process our collections and better monitoring the movement of collections throughout the organization. 00:16:16.000 --> 00:16:23.000 We've been engaged in some of those activities. And then there's this ad hoc analysis. One thing we're working on right now is something really to our print card catalogs. 00:16:23.000 --> 00:16:30.000 We're looking at those and helping with that. We're very much solution focused, not just recommended recommendation focused. 00:16:30.000 --> 00:16:34.000 And so that's. With office, we try to. To get to the solutions and try to help. 00:16:34.000 --> 00:16:42.000 Help implement those and some of that. Getting to the solutions involved change management and We try to work with that as well. 00:16:42.000 --> 00:16:48.000 In the, but it's a small team. It's, it's a, it's an agile team. 00:16:48.000 --> 00:17:04.000 Not in that. Proper parlance I think but you know we're flexible And we also, as Kate inventions also work on our project management, community of practice as well, helping that across the organization. 00:17:04.000 --> 00:17:11.000 Next slide. So I feel like I should have had like some different baseball caps or something so you know what I'm talking about the. 00:17:11.000 --> 00:17:22.000 I'll talk about my other hat, which is the, collections discovery metadata services and there's It's a it's a changing unit. 00:17:22.000 --> 00:17:34.000 It cated reference that it used to be called the IOS program office. And it tended to focus more on the primary IOS and some of the systems that are closely tied to that. 00:17:34.000 --> 00:17:47.000 It's been transformed in the last 2 min in a process of transformation to be. A broader collection discovery metadata services office supporting a lot more than one it has in the past being much more actively involved in things. 00:17:47.000 --> 00:17:55.000 It continues to have an ongoing support of Library's primary catalog. Clocks and metadata systems. 00:17:55.000 --> 00:18:02.000 We partner with our IT department to do. Server types of work, but there's a lot of within the application configuration and things that we do. 00:18:02.000 --> 00:18:11.000 In this office. The some of the newer things we brought on is that in the past in addition to the main catalog. 00:18:11.000 --> 00:18:23.000 And I think it's supported. We've added to the past with this future where we have now an audio visual collection management system that is the responsibility of the office and that's a new thing that came online and year or so. 00:18:23.000 --> 00:18:38.000 We support the finding 8 systems and a host of productivity tools that staff use in their day-to-day work and the volume of materials here is The process in a day is quite great and so productivity tools is a major issue. 00:18:38.000 --> 00:18:44.000 I'm supporting those and keeping those current and complying with IT security is. There's always an ongoing thing. 00:18:44.000 --> 00:18:58.000 But the main focus right now. Of the office is modernization work and we're in we're in the process right now of replacing the current dial us with a new system and it's a a community-based system portfolio system. 00:18:58.000 --> 00:19:05.000 That we're implementing, we're doing a phase implementation coming into the fall and into the spring, 25 to finish it out. 00:19:05.000 --> 00:19:14.000 The we're migrating the legacy on at last to this new. Platform in it. Again, I'll hopefully all be done by May, 2025. 00:19:14.000 --> 00:19:30.000 And then doing that, we're, there's been several new hires. There's, current staff who are learning new ways of working and also learning new systems and the office itself is transforming. 00:19:30.000 --> 00:19:38.000 And changing its approach and the way that we interact with our metadata in our systems. It's a very dynamic time. 00:19:38.000 --> 00:19:45.000 I've been into library 20 some years. It. For me, this is a generational moment. 00:19:45.000 --> 00:19:57.000 That you You don't get to experience very often. You know, this change from these legacy systems to new systems and it's really a new platform, a new way of working. 00:19:57.000 --> 00:20:01.000 And, and KATE said we point some other meetings that we're, we're not just. 00:20:01.000 --> 00:20:06.000 Like reaching a destination. It's not like the we're going to on May, 2025. 00:20:06.000 --> 00:20:15.000 We've reached the endpoint. It's actually the beginning of a new future. And we're, and it's gonna be a future with that there's going to be a lot of change, continuous change, continuous growth. 00:20:15.000 --> 00:20:26.000 And we're. Essentially at that time onboarding people to a new way of working and being the The thing that I You know, I haven't been here so long as it indicated references to is the people who are. 00:20:26.000 --> 00:20:37.000 Wonderful. This, the teams from both BOW, the business analysis office. The CDMS staff. 00:20:37.000 --> 00:20:45.000 They're they're very energized. They're really they're they're very engaged with helping to modernize. 00:20:45.000 --> 00:20:52.000 Helping to bring something. For the next generation that slightly improves on the good things its last generation gave us. 00:20:52.000 --> 00:20:58.000 And we're all working toward that. This, I guess in closing, I would just say this. 00:20:58.000 --> 00:21:06.000 This isn't my moment. This if you apply for the job and we hope you do when you accept the job it won't be your moment. 00:21:06.000 --> 00:21:10.000 But if you join us, we're very hopeful that it'll be our moment together. For us to build this better future. 00:21:10.000 --> 00:21:20.000 So we encourage you to apply. We hope you're you are interested in being part of our team and helping us grow and build a better future. 00:21:20.000 --> 00:21:27.000 Thank you. 00:21:27.000 --> 00:21:33.000 Steve, that was wonderful. And very hard to follow, but I'll give it my best. Good afternoon. 00:21:33.000 --> 00:21:40.000 I'm Camille Salis and I'm excited to talk about the work of staff and the digital collections workflow section, also known as DCW. 00:21:40.000 --> 00:21:44.000 Next slide, please. 00:21:44.000 --> 00:21:50.000 I've been with the library since 2018 is a quick introduction and became section head of DCW this past October. 00:21:50.000 --> 00:21:58.000 I was also an intern with the library more than a decade ago. So it's a real honor to be in this role given the great experience I've had with the library, the great experience I've had with the library. 00:21:58.000 --> 00:22:04.000 And before I get started, I just want to reiterate that the chief of our division reports directly to the Director of Digital Services for which we are all here. 00:22:04.000 --> 00:22:15.000 So let's dig in, to the digital collections for close section. We have 6 high, high-level mandates including maintaining custodial responsibility for general digital collections materials. 00:22:15.000 --> 00:22:23.000 Supporting and enhancing end-to-end workflows and processes for collecting, preserving, describing, and delivering digital content across the library. 00:22:23.000 --> 00:22:34.000 Supporting and expanding user engagement with our digital collections. Codifying communicating and supporting implementation of policy procedures for the management of digital content for all custodial units. 00:22:34.000 --> 00:22:42.000 Coordinating identification and prioritization of IT business needs for infrastructure to manage the full digital content live cycle. 00:22:42.000 --> 00:22:51.000 And then conducting research analysis and testing on digital content management methods and practices. Next slide, please. 00:22:51.000 --> 00:22:57.000 To share with you examples in the range of digital general collections we hold custodial responsibilities for. 00:22:57.000 --> 00:23:08.000 They are digital content acquired via gift and purchase. Content submitted Ebooks acquired via the cataloging and publication program. 00:23:08.000 --> 00:23:16.000 Web archiving content, LC publications, and data sets to name a few. Next slide, please. 00:23:16.000 --> 00:23:23.000 The digital collections workload section is part of the digital collections management and services division under our chief Steve Morris. 00:23:23.000 --> 00:23:33.000 And there are 2 other sections. Within the division that includes the web archiving section and the digital content processing section, led by 2 amazing section heads who I collaborate with every day. 00:23:33.000 --> 00:23:36.000 Next slide, please. 00:23:36.000 --> 00:23:44.000 To focus back in on DCW staff and to share a little bit about our culture. The section is made up of 10 librarians. 00:23:44.000 --> 00:23:54.000 They have broad and diverse skill sets in project management. The digital preservation life cycle and comfort with using tools such as scripting to develop and manage workflows. 00:23:54.000 --> 00:24:03.000 The section staff applies self-organizing principles. For working through multiple projects and initiatives that often require cross divisional and unit collaboration. 00:24:03.000 --> 00:24:12.000 Before the digital collections workflow section came into being this past October, it was part of the digital content management section, which formulated a set of 9 values. 00:24:12.000 --> 00:24:18.000 DCW staff members discuss the values as part of our onboarding and as routine parts of projects. 00:24:18.000 --> 00:24:28.000 The 9 values listed here were especially integral during the pivot to full time telework back in 2020 and then the eventual hybrid teller work we all work under. 00:24:28.000 --> 00:24:32.000 Next slide. 00:24:32.000 --> 00:24:43.000 This slide highlights a few major DCW portfolio initiatives programs and projects. I will share more about these 4 but also wanted to mention that staff work on many other initiatives. 00:24:43.000 --> 00:24:53.000 That not mentioned here that are centered around developing refining and enhancing digital preservation workflows for born digital or digitized materials to ensure long-term preservation and access. 00:24:53.000 --> 00:24:57.000 Next slide, please. 00:24:57.000 --> 00:25:06.000 The digital collections management compendium first published in 2019. Is a collection of guidance and best practices for managing digital collections. 00:25:06.000 --> 00:25:17.000 There is an internal version of the compendium as well as the publicly accessible version. DCW staff for Nate policy development and guidance for digital content lifecycle management through items in the compendium. 00:25:17.000 --> 00:25:26.000 The staff also coordinate monthly meetings rooted in the continuum called the digital library practitioner series that serves to bring together digital content managers in the library. 00:25:26.000 --> 00:25:34.000 And you can find out more about digital content managers via the commendums online program site. Next slide, please. 00:25:34.000 --> 00:25:43.000 DCW staff also provide support for the Library's digital collection strategy, which Kate mentioned. That strategy was first published in 2021. 00:25:43.000 --> 00:25:54.000 We update it, we edit it, we track strategy targets and we also implement some of the targets noted on this slide such as rootinizing the acquisition of openly licensed materials such as e-books or e journals. 00:25:54.000 --> 00:26:01.000 We have written about this work via our blog posts and conference presentations. Next slide, please. 00:26:01.000 --> 00:26:09.000 The third major initiative is led by our digital projects coordinator. In his development of the library's next generation, digital collections are repository. 00:26:09.000 --> 00:26:18.000 A new platform designed to enable complete live cycle management of digital content. It will replace our current inventory storage and management ecosystem. 00:26:18.000 --> 00:26:30.000 If you're recall the value of collaboration, this is a multi-year effort to work with staff in the office of the Chief Information Officer to develop a suite of systems dedicated to preserving our digital collections. 00:26:30.000 --> 00:26:37.000 Development work started after DCW staff completed the first and well received large-scale review of the collections inventory system. 00:26:37.000 --> 00:26:40.000 Next slide, please. 00:26:40.000 --> 00:26:48.000 DCW staff also articulate requirements and work closely with developers and testing new features and functionality for the digital collections repository. 00:26:48.000 --> 00:26:54.000 As of January over 260,000 items totalling over 34 million pages have been released. 00:26:54.000 --> 00:27:00.000 It's been quite an accomplishment and a testament to the collaborative skill sets of our team. 00:27:00.000 --> 00:27:04.000 Next slide, please. 00:27:04.000 --> 00:27:09.000 Lastly, I wanna highlight the crowdsource transcription program known as by the people. This is our most public. 00:27:09.000 --> 00:27:18.000 Facing program in which volunteers engage with our digital collections via web application to transcribe history. The program has 2 goals. 00:27:18.000 --> 00:27:21.000 To enhance our collections and to engage users. We often receive questions about the program concerning its various numbers and as you can see they are quite impressive. 00:27:21.000 --> 00:27:38.000 We're a team of 3 dedicated staff members. Our incredible volunteers have completed over 3 quarters of a million pages of which we brought over 360,000 back to the libraries website. 00:27:38.000 --> 00:27:44.000 But there's a lot more to buy the people's impact as it leads to volunteers forging a personal connection with the library. 00:27:44.000 --> 00:27:48.000 Next slide, please. 00:27:48.000 --> 00:27:56.000 I also wanted to share this visualization by the people transcription activity over time. Which tells you a lot not only about the last 4 years. 00:27:56.000 --> 00:28:07.000 But it also tells you about recent engagement to most recently with the Leonard Bernstein campaign which volunteers fiercely transcribe in such a short amount of time. 00:28:07.000 --> 00:28:12.000 Next slide, please. 00:28:12.000 --> 00:28:20.000 It has been a privilege to share the work of my section and the division within the library. And I look forward to working with the next director on the exciting future of these initiatives. 00:28:20.000 --> 00:28:26.000 If you're interested in learning more about what I shared, I'm highlighting some resources and opportunities to do so. 00:28:26.000 --> 00:28:31.000 Thank you and thank you. Kate. 00:28:31.000 --> 00:28:34.000 Thank you so much, Camille. Thank you so much, Steve. You guys were so eloquent and really, lovely. 00:28:34.000 --> 00:28:41.000 Thanks. Thanks for taking the time today. 00:28:41.000 --> 00:28:51.000 Alright, well thank you Joe, Kate, Steve. Camille and everyone for participating today. And for sharing such great background. 00:28:51.000 --> 00:29:02.000 And for context about this unique position. Hello, everyone. My name is Tar Di Prey and I'm part of the human capital directorate team here at the Library of Congress. 00:29:02.000 --> 00:29:11.000 In a moment I'm going to field some of your questions. For our presenters. But before I do, I wanted to go through a few key reminders for you about this role. 00:29:11.000 --> 00:29:22.000 The first is that the session is being recorded and that the recording will be available on our website within about within 3 business days or early part of next week. 00:29:22.000 --> 00:29:29.000 To apply for the Director of Digital Services Directorate Roll, you must do so online being U.S.A. jobs. 00:29:29.000 --> 00:29:38.000 And there is a QR code on the screen which will take you to the vacancy announcement. Again, the position closes on February, the sixteenth. 00:29:38.000 --> 00:29:45.000 And if you need any help submitting your application material, you can reach out to job help at LOC. 00:29:45.000 --> 00:29:55.000 DOV. So now on to the question and answer portion of the session. Thank you for those of you who have submitted questions. 00:29:55.000 --> 00:30:09.000 We're gonna get through as many as we can within our remaining time. And the first question we have, is for you, Kate, what are the biggest priorities in the first year for the person who was selected for this role. 00:30:09.000 --> 00:30:16.000 Great question. So what I did to figure this out was I went to the performance plan of the previous incumbent to make sure that I had this right. 00:30:16.000 --> 00:30:25.000 And I think we've got a couple of things. One is the replacement of our, of our, collection management system. 00:30:25.000 --> 00:30:29.000 So, we're, placing it with a system we're calling LCAP. 00:30:29.000 --> 00:30:43.000 We're replacing our 20 year old ILS and that is a large scale software development project that we have selected Voyager to do and that is taking a lot of focus and time but part of that is also community engagement we're really excited to be going with an open source. 00:30:43.000 --> 00:30:55.000 System here for that. The other is and I posted these in in the chat is really driving forward the digitization strategy and the digital collection strategy. 00:30:55.000 --> 00:31:03.000 I can't overstate how. Foundational these will be to the Library of Congress. 00:31:03.000 --> 00:31:06.000 These will really change the operations in some meaningful sense and also the way the public interacts and uses the collections. 00:31:06.000 --> 00:31:26.000 You know, Steve talked about this as a generational movement moment and I think the these 3 things together are see changes at the library and both making sure that they happen and sort of doing the work of leadership of shepherding them through. 00:31:26.000 --> 00:31:41.000 I think also the caretaking for staff who are undergoing these tremendous changes is important as well. So thinking about staff well being and making sure that, you know, the important work of change management. 00:31:41.000 --> 00:31:51.000 That's great. Thank you, Kate. The next question that's come through, someone mentions that CDMS supports a variety of systems. 00:31:51.000 --> 00:31:59.000 Could you broadly describe the level of support and involvement in the procurement maintenance configuration? It's for these. 00:31:59.000 --> 00:32:09.000 Hmm. Steve, feel free to jump in if, you'd like to. I would say that, OCIO was really the technical home of the Library of Congress. 00:32:09.000 --> 00:32:16.000 But, but there's a lot of lift and CDMS to support these, these systems because they're like librarian work. 00:32:16.000 --> 00:32:21.000 And so, we wanna make sure that we have library and expertise working on these systems. 00:32:21.000 --> 00:32:25.000 So, it's, it's a pretty significant, and hands-on activity. 00:32:25.000 --> 00:32:35.000 There are, while the procurement, for example, for the for the LCAP replacement is an OCIO. 00:32:35.000 --> 00:32:40.000 We are really involved in the day-to-day management of that, as well as other. 00:32:40.000 --> 00:32:43.000 Other systems. 00:32:43.000 --> 00:32:49.000 Great, Steve, did you or can me answered either you wanna add anything to that? 00:32:49.000 --> 00:32:58.000 No, I think that's right. I think one of the shifts is that we're one of the new modernization things is that we're one of the new modernization things is we're really focusing on doing more with metadata on scale. 00:32:58.000 --> 00:33:02.000 Moving forward, which is a different approach than in the past. That we've been before. But a lot of the internal workings of these applications and systems is what we work on. 00:33:02.000 --> 00:33:09.000 Whereas the OCIO works at server level, kind of the patching of servers installation of the server software. 00:33:09.000 --> 00:33:28.000 And that type of working. Is in our IT department. But when you get inside it, we do a managing accounts and settings and the metadata work that, on scale within the system. 00:33:28.000 --> 00:33:39.000 That's great. Thank you. So now question, what would you say, is there an ideal background from the, when you think about an ideal candidate, is there something in particular that you think would be really helpful for someone to walk in with. 00:33:39.000 --> 00:33:45.000 In terms of a skill set to be successful in the world. 00:33:45.000 --> 00:33:53.000 I think my answer to that question is always the KSAs or the ECQs, the executive qualifications. 00:33:53.000 --> 00:34:06.000 You know, I think we, I, oh, obviously, having leadership experiences is really critical, but also experience with library systems, is necessary. 00:34:06.000 --> 00:34:16.000 You know, it, and, Leadership with staff working with staff making sure the employee experiences is what we want it to be as well. 00:34:16.000 --> 00:34:27.000 Great. You mentioned that EQs. What about someone asked the question, would it be beneficial to submit a cover letter in addition to a resume? 00:34:27.000 --> 00:34:28.000 Any thoughts on that? 00:34:28.000 --> 00:34:36.000 I think that's a question for each CD. I'm not sure if that's something that I that I should be answering. 00:34:36.000 --> 00:34:35.000 J, do you have any thoughts? 00:34:35.000 --> 00:34:41.000 I will be in. Yeah, I'll be happy to answer that. It's not a required. 00:34:41.000 --> 00:34:57.000 Part of the application and it is also something that will not necessarily be used. My panel members for reviewing your competitiveness for the position however it is an opportunity for you as an applicant to share. 00:34:57.000 --> 00:35:05.000 Your interest in the position and that's certainly something that the panel, would welcome, reviewing. 00:35:05.000 --> 00:35:08.000 Great. Thank you, Joe. What a 00:35:08.000 --> 00:35:12.000 And I'm sorry, I said KSA is there. That's like an internal term. 00:35:12.000 --> 00:35:17.000 I should I should have said qualifications. So if you look at the job listing, so if you look at the job listing, it has the qualifications. 00:35:17.000 --> 00:35:20.000 So if you look at the job listing. So if you look at the job listing, it has the qualifications we're looking for in the applicant. 00:35:20.000 --> 00:35:22.000 So. Sorry about that. 00:35:22.000 --> 00:35:29.000 No, that's just thank you for the clarification. Appreciate it, Kate. What about any unique challenges that you think? 00:35:29.000 --> 00:35:35.000 Candidates might wanna consider. Be aware of walking into a role like this one. 00:35:35.000 --> 00:35:35.000 Yeah, that's such a great question. There's a couple of things that come to mind. 00:35:35.000 --> 00:35:50.000 One is that, We are both the largest library on Earth and a very small federal agency. And those 2 things kind of present unique challenges. 00:35:50.000 --> 00:36:03.000 The scale that you're working in here is huge. So the person in this job is the director of digital services for all of, LCSG, which is about 1,500 people. 00:36:03.000 --> 00:36:12.000 With various needs and desires and managing that thinking about that as as big as it is. Doing stakeholder relationship management. 00:36:12.000 --> 00:36:19.000 You know, so we're doing a couple of big software projects now, thinking about who you need to connect with and how you're meeting those needs. 00:36:19.000 --> 00:36:34.000 It's pretty challenging. The other thing is that, a lot of, a lot of folks on the call, I think probably are from academic libraries and the call I think probably are from academic libraries and the federal environment is a little bit different. I think probably are from academic libraries. And the federal environment is a little bit different. 00:36:34.000 --> 00:36:37.000 You know, we have to do time sheets. And the federal environment is a little bit different. 00:36:37.000 --> 00:36:38.000 You know, we have to do time sheets a little bit different. You know, we have to do time sheets. 00:36:38.000 --> 00:36:49.000 We have to, there's a, but constraints that we all have to live under and so if you are not if a rule based environment is not for you, this may not be a very comfortable fit. 00:36:49.000 --> 00:36:52.000 The other thing is I think I mentioned change management. But this is a moment in time where the library is undergoing a tremendous amount of change. 00:36:52.000 --> 00:37:08.000 And I think it's just going to accelerate. And so thinking about ways that we amp up our communication, both with our staff, with our communities and with the public. 00:37:08.000 --> 00:37:15.000 I think is gonna be really critical. 00:37:15.000 --> 00:37:12.000 Okay. 00:37:12.000 --> 00:37:17.000 I hope you'll ask more questions because this is the fun part. And I, you know, as much people on this call, I know you're curious. 00:37:17.000 --> 00:37:28.000 I see, I see some at library staff around the call as well. So I encourage everyone to ask anything they're curious about. 00:37:28.000 --> 00:37:40.000 Yes, absolutely. Before we move on to another question, Camille and Steve, either one, if you wanna add anything to Kate's answer in terms of unique challenges of being. 00:37:40.000 --> 00:37:46.000 In this role or in a position such as this. 00:37:46.000 --> 00:38:00.000 Okay. All right, so another question is come in what is the in-person telework balance for this position and at the, Library of Congress in general. 00:38:00.000 --> 00:38:07.000 That's a great question. This, position is, approved to telework up to 2 days a week. 00:38:07.000 --> 00:38:17.000 Which I think is rather high for senior level positions in the library and that's because many of their positions are in-person. 00:38:17.000 --> 00:38:26.000 We encourage you to come in as much as you're in person. We encourage you to come in as much as you need to appropriately manage your people. 00:38:26.000 --> 00:38:31.000 You'll have some folks who are on site in the digitization lab, for example, 5 days a week. 00:38:31.000 --> 00:38:33.000 And so, you wanna make sure that you' we have folks on a wide variety of telework schedules here. 00:38:33.000 --> 00:38:45.000 There is a minimum of, It's 2 days a pay period and a pay period is 2 weeks long. 00:38:45.000 --> 00:38:57.000 So that is the, the Sorry, the minimum I said the minimum. That is the you have all of our staff have to come in at least that much and LCSG. 00:38:57.000 --> 00:38:59.000 But up to that there's a wide variety of schedules of some people like I like to be on site I'm here a lot. 00:38:59.000 --> 00:39:08.000 I'd like to see humans in the hallway. I like my monitors, but there's a lot. 00:39:08.000 --> 00:39:14.000 I like my monitors, but there's a lot of flexibility here based on business need and also interest. 00:39:14.000 --> 00:39:21.000 It's also a beautiful building, a beautiful set of buildings in Capitol Hill. So you've not been to the Library of Congress. 00:39:21.000 --> 00:39:25.000 It's one of the parts of working here is being able to be in this space. Okay, so another great question is come in about stakeholders. 00:39:25.000 --> 00:39:39.000 So can you tell us more about these stakeholders that you mentioned? Are there relationships with other federal libraries or can contractors? 00:39:39.000 --> 00:39:42.000 How is all of that managed? 00:39:42.000 --> 00:39:47.000 Yeah, that's another really great question. I think some of the stakeholders are internal. 00:39:47.000 --> 00:39:59.000 Right, so the some of that relationship management is with your fellow directors and because we are in some ways of a service organization, we are providing service to, you know, we're meeting the needs of our general and international collections directorate. 00:39:59.000 --> 00:40:08.000 We're meeting the needs of our special collections directorate. We're meeting the needs of the national audiovisual Conservation Center. 00:40:08.000 --> 00:40:17.000 You know having those personal relationships finding ways to communicate with those folks is really important. And then. The other federal libraries, certainly. 00:40:17.000 --> 00:40:19.000 And, and there are a series of contractors that, do work for us. And I think those relationships right now are pretty strong. 00:40:19.000 --> 00:40:30.000 And, hopefully remain strong with the transition. 00:40:30.000 --> 00:40:35.000 Great. Another question is come through. How applicable is non-traditional library experience? 00:40:35.000 --> 00:40:43.000 I work for an organization without a traditional library but we do manage records and apply metadata. 00:40:43.000 --> 00:40:48.000 That's great. Question too. I'll refer you to the qualifications in the job announcement. 00:40:48.000 --> 00:40:58.000 I think they're pretty specific and I think as long as you meet those qualifications, then I think you're, set. 00:40:58.000 --> 00:41:01.000 And someone I think followed up to the question. Previously about stakeholders. This person asks what type of involvement or communication does this role have? 00:41:01.000 --> 00:41:11.000 With the Packard campus in Culpeper. 00:41:11.000 --> 00:41:38.000 Yep, so we serve the Packer campus as well. They do a lot of their own, management of their digital collections but we we lay on their behalf to OCIO as I mentioned and Steve talked about to one of the duties of this role is to oversee the parts of the group in LCSG that does the management of requests for technology projects. 00:41:38.000 --> 00:41:49.000 And so, that's, part of our relationship with, NFCC. And they just also had a big modernization project that is still ongoing. They just also had a big modernization project that is still ongoing. 00:41:49.000 --> 00:41:55.000 So there's a lot of, involvement there. And yeah. 00:41:55.000 --> 00:42:02.000 That's great. A question that I love. What is your favorite part about working at the library? 00:42:02.000 --> 00:42:07.000 And so Kate, maybe we'll start with you and Camille and see you can feel free to jump in if they like. 00:42:07.000 --> 00:42:11.000 I mean we've already talked so much about the staff but like you've seen how like delightful Steve and Camille are and those are only 2 of the most delightful people. 00:42:11.000 --> 00:42:27.000 It is like the folks here are. Genuinely mission driven and curious and and kind and like just some of my favorite people in the whole world. 00:42:27.000 --> 00:42:30.000 But that's the boring answer because you've already heard it in the whole world. But that's the boring answer because you've already heard it. 00:42:30.000 --> 00:42:34.000 And so I'll say that's some of my favorite people in the whole world. But that's the boring answer because you've already heard it. 00:42:34.000 --> 00:42:47.000 And so I'll say the collections. So one of the real perks of this job is the borrowing privileges of the largest library on planet Earth and the special collections are just astonishing and you'll just trip over amazing things in your day to day life. 00:42:47.000 --> 00:42:55.000 So true. Steve. What about you? 00:42:55.000 --> 00:42:53.000 Okay. 00:42:53.000 --> 00:43:00.000 I don't wanna plagiarize. Can you, And we're the home of copyright, so I gotta be careful about this. 00:43:00.000 --> 00:43:07.000 The but. I think that's true. I think the thing that I'll, I'll, maybe I'll add like a little bit of a goober moment here. 00:43:07.000 --> 00:43:16.000 And I'm from a small town in Indiana, 200 people. And. Sometimes you forget where you are. 00:43:16.000 --> 00:43:22.000 And what you're what's around you and that you know the generations that have built this collection. 00:43:22.000 --> 00:43:29.000 The people in the collections that have been built over generations and what is moving forward from your time. Into the future. 00:43:29.000 --> 00:43:32.000 It's 00:43:32.000 --> 00:43:39.000 It's just really nice to be part of it. And be here with it. 00:43:39.000 --> 00:43:43.000 It's great. What about you, Camille? Anything you wanna share? 00:43:43.000 --> 00:43:51.000 I would also echo the staff. I mean, I talked quite a bit about them. In my slide deck and, it is a real joy to work with a group of people who are very invested not only in the mission but also in creative problem solving. 00:43:51.000 --> 00:44:00.000 As Kate mentioned, we're a group of people who are very invested not only in the mission, but also in creative problem solving. 00:44:00.000 --> 00:44:08.000 As Kate mentioned, we are a small agency and we really stretch ourselves beyond what I think anyone thinks is possible for us to do at times beyond what I think anyone thinks is possible for us to do at times. 00:44:08.000 --> 00:44:16.000 And there's room for experimentation and it's possible for us to do at times. And there's room for experimentation and it's really encouraged and I think anyone thinks it's possible for us to do at times. 00:44:16.000 --> 00:44:21.000 And it's really encouraged and, it's just a wonderful environment in which to work in. 00:44:21.000 --> 00:44:29.000 So I'll like a, I'll look at the staff, but also just the amount of opportunity I mentioned. I was an internet one time and did I ever see myself, in this role? Absolutely not. 00:44:29.000 --> 00:44:33.000 So, I Thanks. 00:44:33.000 --> 00:44:42.000 Thank you, Camille. So another question has come in asking about the impact of budgets and continuing resolutions. 00:44:42.000 --> 00:44:47.000 Can you talk a little bit about keeping projects going during times like those? 00:44:47.000 --> 00:45:11.000 Great question. So we're a little bit in a fortunate position because, the, The big change making work, the LCAP project that I mentioned, and a few other things, we're, funded, as part of a I don't wanna get into the details, but, but those are, those are already committed funds. 00:45:11.000 --> 00:45:17.000 And so they're not going to be affected funds. And so they're not going to be affected by, the budget, that we see today. 00:45:17.000 --> 00:45:25.000 So that is all gonna move forward. We also are very fortunate to have a number of talented software developers on staff. 00:45:25.000 --> 00:45:40.000 And so the changes that we have. We're considering are not based on, the funding that is in that we'd have to take a careful look at, this, the funding that is in that we'd have to take a careful look at and that in this year and next year so we'd have to take a careful look at that in this year and next year. 00:45:40.000 --> 00:45:46.000 So, we still will be moving forward with I don't wanna sugar put it though, because it is a challenging budget environment. 00:45:46.000 --> 00:45:52.000 It means that we may not be able to make the staffing hires that we would like to make. 00:45:52.000 --> 00:46:02.000 It means that we're probably looking at, looking at contracts very carefully and so part part of the work of this position is going to be in this year and next looking at ways that we can reduce spending and, kind of trim sales a little bit. 00:46:02.000 --> 00:46:16.000 But I, I think that that in some ways that's healthy. I think in some ways like these, periods of limited funding. 00:46:16.000 --> 00:46:22.000 Well, it can be really challenging. It's also an opportunity to look at, where we might, where we might like shift our focus, where we might tighten in, and really focus on our priorities. 00:46:22.000 --> 00:46:32.000 So, you know, it, it, it is difficult, but I think in some ways it's healthy. 00:46:32.000 --> 00:46:37.000 Yup, that is a great. And clear answer. So thank you, Kate. Another good question is come through. 00:46:37.000 --> 00:46:48.000 Being the world's largest library work at the scale isn't found elsewhere. How would you onboard this incumbent to the collections and activities of the division so they can have enough knowledge to direct the needs and priorities. 00:46:48.000 --> 00:46:55.000 In a reasonable amount of time. 00:46:55.000 --> 00:47:00.000 That is so smart. And I would say that like a reasonable amount of time. Has to be, we have to be flexible on that. 00:47:00.000 --> 00:47:08.000 And I think we have to have reasonable expectations for onboarding here, given how big it is. 00:47:08.000 --> 00:47:18.000 My, in my experience, candidates wanna be. More useful than they can be faster and I think it's part part of my job as the manager of this person to temper their expectations and let them know that it takes a long time to onboard here. 00:47:18.000 --> 00:47:33.000 And so one of the things that we'll do for for this Lecti, is a schedule series of meetings with their staff and, you know, do a series of briefings. 00:47:33.000 --> 00:47:35.000 I find that you have to tell people twice, right? The first time you tell them, they're just orienting their brain. 00:47:35.000 --> 00:47:51.000 And the information does not really stick and then you do it again and it does stick and so, what I'll commit is that as this person's supervisor, I'm going to be really thinking carefully about this. 00:47:51.000 --> 00:47:55.000 And with them every step along the way and I will also share that I share an office wall with the person who will be selected in this position. 00:47:55.000 --> 00:48:09.000 So, we'll be in really careful touch and making sure that they're getting the information they need to succeed because it I mean you saw the portfolio work. 00:48:09.000 --> 00:48:18.000 It's, it's a big job. It's a really exciting job. But it's, something that this person will do as a team and, actually several teams. 00:48:18.000 --> 00:48:23.000 The team that they'll have is with their direct reports, the chiefs. The team that they'll have is with their fellow directors and the team they'll have is with me. 00:48:23.000 --> 00:48:32.000 And so the idea is that we'll all do this together. 00:48:32.000 --> 00:48:37.000 That's great. Thank you. Kate. You mentioned preparing the person to succeed. 00:48:37.000 --> 00:48:48.000 Are you able to share anything about what success will look like within when you think about it, a year in or so, what, how is success measured? 00:48:48.000 --> 00:48:52.000 Yeah, we have a number of, you know, in flight projects that meet that need, we need to make sure that we're landing. 00:48:52.000 --> 00:49:02.000 Where we're also recovering from, I mean, not recovering from, We're also. 00:49:02.000 --> 00:49:07.000 Oh man, I'm sorry. I lost my train of thoughts. 00:49:07.000 --> 00:49:14.000 Yeah, I think about a year and you know, we have a couple of launches that we need to do for LCAP. 00:49:14.000 --> 00:49:28.000 There's a number of other, one of the projects I haven't mentioned is that we're releasing our, our inventory management system for physical collections, which is a system that many academic libraries use, but it is end of life. 00:49:28.000 --> 00:49:33.000 And so we're writing our own, open source. And so we're writing our own, open source. 00:49:33.000 --> 00:49:36.000 And so, so we're writing our own, open source. And so making sure that lands safely. 00:49:36.000 --> 00:49:39.000 So there's a few, 00:49:39.000 --> 00:49:53.000 Got it. Great. Thank you. This person asks, Are there required project management styles or management styles that the LOC prefers? 00:49:53.000 --> 00:49:57.000 So that's tough, but what would you say to that Kate? 00:49:57.000 --> 00:49:55.000 Okay. 00:49:55.000 --> 00:50:21.000 Hmm, that's a such a big question and something that I would love to like get coffee on and have a conversation about I think in our in our software development shops it is it's an agile where it's a version of agile and I think that you know Camille's office actually is there's a ton of significant, and I think that, you know, Camille's office, actually is, there's a 00:50:21.000 --> 00:50:36.000 ton of significant expertise in project management and actually is there's a ton of significant expertise in project management and there they've really perfected you know they don't do software development expertise in project management in project management and there they've really perfected you know they don't do software development but they do a lot of like work You know, I think that that's probably the best answer, but I would say that 00:50:36.000 --> 00:50:45.000 there's no, we're not prescriptive and I think we My style is the minimum viable dose. 00:50:45.000 --> 00:50:49.000 So we we wanna make sure that we're being really careful and mindful. Like I said, we're a small federal agency. 00:50:49.000 --> 00:50:56.000 Resources are not unlimited. So, the more overhead we put on things. The more expensive they are, the less we can do with the mission work. 00:50:56.000 --> 00:51:11.000 But no, 0 overhead is not the right amount either. So we wanna be really mindful of the processes that we're opening in place so that we're not over burdening people with paperwork. 00:51:11.000 --> 00:51:27.000 Got it. And it looks. I think from this question what they're asking, is If a person has a lot of supervisory experience and some project management experience, but perhaps is lighter on the library systems experience. 00:51:27.000 --> 00:51:32.000 How important is that specific library systems experience for this role? 00:51:32.000 --> 00:51:44.000 Oh, I'm so glad you asked. It is one of the critical KSAs. So knowledge of the principles, concepts and techniques of modern librarianship as it relates to new and emerging information technologies. 00:51:44.000 --> 00:51:51.000 It is one of the critical cases and and a person could not be selected if they don't meet that criteria. 00:51:51.000 --> 00:52:05.000 Great. Thank you. So I think we've gone through our questions. So is there any sort of last minute things that you want to share Kate or others on things that are important to know about this role as people are considering it. 00:52:05.000 --> 00:52:12.000 I think I well first I wanna say thank you to you and your team for supporting this so important for us to be able to explain roles that are as critical to the agency as this one. 00:52:12.000 --> 00:52:21.000 And a little bit more depth to have people understand whether that's something that they might be interested in. 00:52:21.000 --> 00:52:19.000 And a little bit more depth to have people understand whether that's something that they might be interested in. 00:52:19.000 --> 00:52:37.000 I want to thank Camille and Steve. I tend to, answer questions like I'm like I'm writing a lab report and they brought a lot of like more humanity in life to life to the, proceedings that, that was really appreciated. 00:52:37.000 --> 00:52:42.000 And I want to thank all of you for joining, for your curiosity and your questions. I really hope you'll apply. 00:52:42.000 --> 00:52:47.000 And if you decide it's not for you. Please send it to somebody you think would be a great candidate. 00:52:47.000 --> 00:52:57.000 I can't stress enough how important this job is to the future of the Library of Congress. So if that's something that you care about, I hope you'll help us find the right fit for this for this role. 00:52:57.000 --> 00:53:00.000 Is a great words to hand down. I think Kate, before we go and let you all, go on with your day. 00:53:00.000 --> 00:53:14.000 If we move to the next couple of slides, we are all about process improvement at the Library of Congress and we really want to hear feedback from you. 00:53:14.000 --> 00:53:21.000 So if you would just take a moment to take a picture of this QR code or go to the chat. 00:53:21.000 --> 00:53:28.000 3 questions are always asking and we just want to get your feedback to see how this session was for you. 00:53:28.000 --> 00:53:29.000 So thank you again. As Kate mentioned. We're really glad that you joined us and we wish you all the best in your career pursuits. 00:53:29.000 --> 00:53:51.000 Thanks so much.