Posted: January 23, 2026

BitCurator Consortium’s Strategic Plan 2026-2028 

The BitCurator Consortium promotes the development of innovative, sustainable curation of born-digital materials by any organization responsible for caring for such materials. Our organizational vision is to address the articulated needs of the BCC community—training, collaboration, research, software development, and documentation—while advocating for the use of free and open-source tools.

 

Overview

About This Plan

This strategic plan represents the collective vision of the BitCurator Consortium (BCC)  for 2026-2028. It was developed through an inclusive, multi-phase process that engaged Executive Council members, committee volunteers, and the broader BCC membership to ensure the plan reflects our shared priorities and values.

Our Planning Process

The strategic planning process unfolded in four phases during the last quarter of 2025.

1. Phase 1: Executive Council Foundation – The Executive Council conducted a comprehensive review of lessons learned, performed a SWOT analysis, and developed draft strategic priorities.
2. Phase 2: Committee and Community Alignment – Draft priorities were circulated to committees, including the Executive Council as acting “operational” committee, and the broader membership for feedback and alignment. Input was gathered on proposed goals and strategies through meetings with committees and a membership-wide survey.
3. Phase 3: Synthesis and Refinement – Committee goals and community feedback were consolidated into a comprehensive document for Executive Council review, discussion, and strategic refinement.
4. Phase 4: Final Plan Development – The Executive Council conducted a final review and made necessary adjustments to prepare the plan for approval and implementation.

What We Heard

Throughout the planning process, several key themes emerged from our community:

• Governance and organizational health are foundational – Members recognize the importance of clear structures, sustainable operations, and alignment with our fiscal host, the Open Library Foundation (OLF).
• The BitCurator Environment (BCE) is central to our identity – Members view BCE as BCC’s unique value proposition and emphasize the need for sustainable maintenance, transparent governance, and clear connections between the Consortium and the software.
• Capacity and sustainability matter – Members raised concerns about volunteer burnout and the need for goals that don’t overextend our community.
• Programming requires ongoing attention – While educational resources, training and events are valued, members want to ensure they remain current, accessible, and responsive to diverse skill levels.
• Community connection is valued – Members appreciate BCC’s role in fostering a community of practice and want to see continued opportunities for networking, collaboration, and peer support.

Our Strategic Framework

Based on this input, we refined our strategic priorities to guide BCC’s work over the next three years:

1. Governance & Organizational Health – Strengthen BCC’s governance and infrastructure to support organizational needs, align with fiscal host policies, and ensure long-term sustainability.
2. Membership, Advocacy & Outreach – Expand and engage membership to sustain a connected, responsible consortium of practitioners that advance the global impact of digital curation.
3. Community Programming & Resources – Sustain and strengthen BCC’s community-driven programs and resources to improve clarity, discoverability, impact, and connection in born-digital curation and digital preservation.
4. Software & Tools Development – Align and reinforce the relationship between the BitCurator Consortium and the BitCurator Environment to support meaningful collaboration between practitioners and developers and ensure that open-source tools evolve with user needs.

How We’ll Put This Plan Into Action

This strategic plan provides direction, but its success depends on thoughtful implementation. Over the coming months, the Executive Council and committees will work together to:

• Prioritize and sequence work – Identify which strategies and action pathways to tackle first based on capacity, urgency, and interdependencies.
• Assign ownership and timelines – Clarify which committees, working groups, or individuals will lead specific initiatives and establish realistic timelines.
• Monitor progress and adjust – Establish regular check-ins to assess progress against indicators, celebrate successes, and make course corrections as needed.
• Communicate openly – Share updates with the membership through community calls, reports, and other channels to maintain transparency and accountability.

Living With This Plan

As we implement these priorities, we expect to learn, adapt, and refine our approaches. We will remain responsive to emerging opportunities, shifting contexts, and community feedback. Annual reviews will help us assess what’s working, what needs adjustment, and where we should focus our energy.

Measuring Progress & Success

Success for this plan will look like:

• Stronger governance structures and operational capacity that support sustainable work
• Engaged, satisfied members who see clear value in BCC membership
• Accessible, well-maintained educational resources that serve diverse practitioner needs
• A formalized, transparent relationship with BCE that supports ongoing development and maintenance
• Vibrant programming that connects practitioners and fosters collaborative learning

Most importantly, success means a healthy, sustainable organization where volunteers are supported, members are engaged, and BCC continues to advance born-digital curation for years to come.

We are grateful to all who contributed their time, expertise, and perspectives to this planning process, and we look forward to working together to bring this vision to life.

Governance & Organizational Health

Our Priority

Strengthen BCC’s governance and infrastructure to support organizational needs, align with fiscal host policies, and ensure long-term sustainability.

Our Strategies

• Establish clear governance and organizational structures aligned with BCC’s fiscal host.
• Build operational and administrative capacity to support sustainable, efficient operations.

Potential Action Pathways Document organizational structure, roles, and decision-making processes Develop policies and procedures manual aligned with fiscal host requirements Create foundational workflows for finance, membership, and communications Establish knowledge management and onboarding systems Improve transparency around staffing and budget allocation Explore workload distribution models to reduce volunteer burnout

Indicators of Progress Clear, documented governance structures Staff and volunteers confident in their roles Accessible workflows and documentation Transparent budget and staffing information Sustainable volunteer engagement with manageable workloads

Membership, Advocacy & Outreach

Our Priority

Expand and engage membership to sustain a connected, responsible consortium of practitioners that advance the global impact of digital curation.

Our Strategies

• Strengthen understanding of community needs, refine and communicate membership offerings.
• Clarify and communicate BCC’s unique value.
• Foster collaboration and advocacy with allied organizations.

Potential Action Pathways Conduct surveys and feedback mechanisms to understand member needs Refine membership types, benefits, and processes based on feedback Establish regular member touchpoints to maximize resource awareness and utilization Develop clear, consistent messaging about BCC’s unique value and role Collaborate with peer organizations on shared initiatives and advocacy Support forums and events that connect members with broader networks

Indicators of Progress Up-to-date, accessible membership resources Improved member satisfaction with benefits and processes Members actively engaged with and aware of BCC resources Clear value proposition recognized by members and peer organizations through continual renewal. Strong collaborative partnerships in the digital preservation ecosystem Members who are proud to promote BCC within their networks

Community Programming & Resources

Our Priority

Sustain and strengthen BCC’s community-driven programs and resources to improve clarity, discoverability, impact, and connection in born-digital curation and digital preservation.

Our Strategies

• Coordinate and strengthen BCC’s programming infrastructure to better support committees, collaboration, and partnerships
• Foster accessible, community-led programming that supports practitioner learning and engagement at all levels
• Improve and maintain BCC’s educational resources and documentation to enhance clarity, discoverability, and alignment with community needs

Potential Action Pathways Create programming framework and coordination process across committees Pursue joint programming opportunities with peer organizations (OLF, DPC, SAA, DLF, NDSA) Establish clear, low-barrier mechanisms for community members to propose and lead programs (community calls, workshops, lightning talks) Explore support models for community members who lead programs Establish coordination between documentation efforts and BCE development to ensure alignment and avoid duplication Conduct needs assessments and develop educational materials, toolkits, and resources collaboratively with community

Indicators of Progress Maintained and communicated programming framework Collaborative programs with partner organizations well-received Improved committee coordination and efficiency Accessible pathways for community programming contributions Increased participation at community events Regular, diverse community-led programming sessions Support systems for program leaders in place Educational resources reflect member needs and are regularly accessed Practitioners report improved confidence and skills Valuable learning and networking opportunities for all experience levels

Software & Tools Development 

Our Priority

Align and reinforce the relationship between the BitCurator Consortium and the BitCurator Environment to support meaningful collaboration between practitioners and developers and ensure that open-source tools evolve with user needs.

Our Strategies

• Clarify and formalize the relationship between BCC and BCE to ensure sustainable collaboration, transparency, and aligned priorities
• Support and sustain BCE maintenance and development capacity through coordinated planning, funding, and community support

Potential Action Pathways Develop and adopt a framework that defines roles, responsibilities, and connection between BCC and BCE developers Create structured communication and feedback channels to align development priorities with community needs Identify and pursue funding mechanisms for ongoing BCE maintenance and technical development Develop a sustainability roadmap outlining future BCE development priorities, staffing or volunteer models, and resource requirements

Indicators of Progress Governance framework or agreement is adopted and in use Regular joint meetings or reports demonstrate active coordination Community members understand how BCE decisions are made and how to contribute input BCE development roadmap is published and maintained Stable funding and/or contributor model is established Regular updates and documentation reflect active stewardship and continuity

 

Past Strategic Directions

Strategic Directions for 2022-2024

Strategic Directions for 2018-2021

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2026-01-23 || Documentation | Resources | Executive Council