Strategic Plan

Center for Open Science (COS) Strategic Plan 2017 - 2020 with Programs & Performance Indicators

Strategic Business Unit

Center for Open Science (COS)

Plan Details

Plan period: from 01/01/2017  to 31/12/2020

This second phase strategic plan is an update and expansion of COS's first strategic plan, and remains aligned with all key elements of that plan. We envision a future scholarly community in which the process, content, and outcomes of research are openly accessible by default. [Editor's Note: The COS programs and performance indicators documented in this StratML rendition are taken from COS's profile on GuideStar, at https://www.guidestar.org/profile/46-1496217]

Plan submitted by:

Owen Ambur
Owen.Ambur@verizon.net

Specific strategies are selected based on how effectively and efficiently they can advance one or more of these goals. Achieving the mission requires culture change in the incentives that drive researchers' behavior, the infrastructure that supports research, and the business models that dominate scholarly communication. A key challenge is that the decentralized nature of the scholarly community creates a coordination problem. Culture change requires simultaneous movement by funders, institutions, researchers, and service providers across national and disciplinary boundaries. Despite this, the vision is achievable because openness, integrity, and reproducibility are shared values, the technological capacity is available, and sustainable business models that promote openness exist.

Analysis

Competitive Environment


Articulation

Vision

We envision a future scholarly community in which the process, content, and outcomes of research are openly accessible by default. All scholarly content is preserved and connected and transparency is an aspirational good for scholarly services. All stakeholders are included and respected in the research lifecycle and share pursuit of truth as the primary incentive and motivation for scholarship. Achieving the mission requires culture change in the incentives that drive researchers' behavior, the infrastructure that supports research, and the business models that dominate scholarly communication.

Mission

To increase openness, integrity, and reproducibility of research.

Values

Continuous Improvement

COS is constantly improving. * COS uses iterative cycles to update and improve its products and processes * COS grows skills and expertise among its team to maximize capacity and performance

Reproducibility

Transparency

COS is transparent. * COS defaults to public sharing of organizational decision-making and operations * COS protects privacy and security interests of its stakeholders

Performance

COS is high-performing. * COS has high expectations of itself and team members have high expectations of each other * COS delivers enterprise quality products and services

Integrity

Openness

COS is open. * COS builds exclusively open-source public goods products and services * COS minimizes user lock-in and facilitates connections with other services * COS ensures that survival of services and user data does not depend on survival of the organization

Collobration

COS is collaborative. * COS leads advancement of its mission and is responsive to needs of stakeholder communities, while working with stakeholders to build actionable consensus * COS maintains and works with stakeholder committees to shape development of products and services with maximal benefit for all * COS prioritizes adding value to existing services by supporting and collaborating with domain experts

Efficiency

COS is efficient. * COS fosters good stewardship of its resources to advance its mission * COS evaluates process, progress, and impact continuously * COS maximizes reuse of open tools and avoids redundancy * COS prioritizes projects based on projected resource to impact ratio and availability of open alternatives

Mission-Driven

COS is mission-driven. * COS is a culture change organization aiming to increase openness, integrity, and reproducibility of research * COS uses research and the best available evidence to set its strategic priorities * COS monitors, evaluates and adjusts its tools, training and services to meet the needs of research stakeholders * COS sets and follows strategic priorities to meet its mission, not to perpetuate COS as an organization

Research

Inclusiveness

COS is inclusive. * COS serves all stakeholders in knowledge accumulation * COS's services are free to maximize accessibility to communities of any means * COS respects all people, regardless of position or status * COS strives for diversity in its team and community of users and stakeholders

Scorecard

Perspective Goals Objectives Performance Indicators Commentary
Metascience unnamed objective unnamed performance indicator

0

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[To be determined]
Infrastructure OSF OSF Projects Created

70k

Number

to 31/12/2016

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2016 = 70,000
OSF Projects Made Public

11k

Number

to 31/12/2016

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2016 = 11,000
OSF Registered Users

124k

Number

to 31/12/2018

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2018 = 124,105
OSF Registrations

6k

Number

to 31/12/2016

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2016 = 6,000
SHARE Registered Studies Published

242

Number

to 31/12/2017

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2017 = 242
SHARE Research Events

16m

Number

to 31/12/2016

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2016 = 16,000,000
Training unnamed objective unnamed performance indicator

0

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[To be determined]
Incentives TOP TOP Guidelines Journal Signatories

4.96k

Number

to 31/12/2017

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2017 = 4,957
Community unnamed objective unnamed performance indicator

0

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[To be determined]

Goals

Metascience

Goal Statement: Acquire evidence to encourage change.

In the next three years, COS will provide evidence on the state of science, evaluate COS services to maximize effectiveness, and track culture change in openness.

Objectives:

  • unnamed objective

Infrastructure

Goal Statement: Build technology to enable change.

In the next three years, COS will establish viability of open scholarship across the entire research lifecycle, and support hundreds of community interfaces for conducting and sharing scholarly activity.

Objectives:

  • SHARE
  • OSF

Training

Goal Statement: Disseminate knowledge to enact change.

In the next three years, COS will optimize training delivery to maximize its reach and impact particularly for supporting underserved communities, and foster sustainability with integration into course curricula.

Objectives:

  • unnamed objective

Incentives

Goal Statement: Provide reasons to embrace change.

In the next three years, COS will bring adoption of its incentive services to scale, monitor and incentivize adoption by stakeholders, and incorporate continuous evaluation of intervention effectiveness.

Objectives:

  • TOP

Community

Goal Statement: Foster connection and inclusion to propagate change.

In the next three years, COS will grow and empower community partnerships with integrated services and collaboration across stakeholder communities.

Objectives:

  • unnamed objective

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