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In the third and fourth quarters out our organization undertook strategic planning for the next 3-5 years with input from board, staff and community members who have performed . SWAT and PEST analyses to helped us understand DuraSpace's organizational strengths, emerging opportunities, and where we can improve services to our community. I look forward to your feedback as the results of this work are shared widely over the coming months.
Some of our discussions have included strategizing for looking into what DuraSpace's role will might be in the growth and diversification of the digital scholarly ecosystem. It is clear that an expanding landscape of projects and initiatives will require various kinds of organizational support. DuraSpace is well-suited to play a role in this expansion by adding to the portfolio of mission-aligned partnerships and projects that we steward. We are developing a set of guidelines for potential projects, affiliates and partners who may wish to participate in DuraSpace, and who in turn aim to offer our community aspects of end-to-end solutions, services and technologies which acquire, analyze, organize, share, make discoverable, showcase and preserve scholarly information and data.
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