On behalf of the Board, I wish to acknowledge the outstanding contribution Laure Haak has made in building ORCID to what it is today. With confidence in the organization and the team, Laure will be directing her energy and skills to founding her own company. Laure is the founding Executive Director of ORCID and has dedicated the last eight years to building it from an idea into a reality. Her passion, dedication, and knowledge of all things ORCID are legendary.
Laure has taken ORCID on an amazing journey to a point where it is now a key component of the international research ecosystem—a more than impressive achievement. There is global and cross-disciplinary adoption of ORCID by researchers and implementation by funders, publishers, research institutions, and technology platforms. ORCID is fully supported by its member community, has reached financial stability, and has processes that ensure transparency and resiliency for years to come.
Laure has built an outstanding team of Directors who will, together with the Board, ensure that we don’t miss a beat as we seek out another outstanding candidate to take ORCID through its next stage of development. I will be working closely with the Board, Laure, and the team on transition arrangements and we will provide further details before the end of May.
The ORCID Board has no doubt she will continue to make amazing contributions in whatever she chooses to do. We wish her every success in her new endeavours.
Chair, ORCID Board
After eight years of living and breathing the world of research infrastructure and persistent identifiers, I have decided to step back and allow myself to take a broader view. That’s right: I am leaving ORCID. Read more / listen to the symphony that is ORCID.Sonata: What’s up? | 4 Non Blondes
I started at ORCID eight years ago as its first full-time employee. I had recently gone through a start-up merger and acquisition and was looking for a new adventure. ORCID was “a great big hill of hope,” for sure. We made an early decision to operate as a virtual office, intentionally testing approaches and tools to enable global-scale adoption. Collaborative from the start, our work to establish membership agreements involved prospective members, Board members, legal counsel, and staff. Back-office processes—staff handbook, payroll, accounting—we developed in consultation with colleagues in nonprofits and small business. We partnered with organizations to test our APIs and build integrations that co-launched with the Registry. All that in the first six months! This was possible because the founding Board had hammered out principles, mission, and governance—and some start-up funding. Having those fundamentals in place provided a clear arena for decision-making and made it possible to get the motors running.
Credits and Acknowledgements: Thank you to Founding ORCID Board chair, Howard Ratner; and to David Kochalko, Simeon Warner, Bernie Rous, and Craig van Dyck for inviting me to interview; and to the founding Board for their partnership. Thanks to Laura Paglione for joining the wild ride as the second employee, for her trust and unbounding energy and good sense, and for making the Registry launch happen. Thanks to Jackie Ewenstein for her counsel. Thanks to our launch partners for sticking with us through the launch. Thanks to Wally Schaffer, Walt Warnick, and Liz Allen for getting ORCID in front of research funders.Adagio: Sweet Dreams | Eurythmics
Before I took the Executive Director role, I asked my kids (then 8 and 10) how they’d feel about me “traveling the world and the seven seas.” It was a fine spring day and we were scooting about in my red Mini with the top down (it’s all about the presentation). With their enthusiastic support, I packed my bag and hit the road. The time after the launch of the ORCID Registry was amazing—to see user registrations grow to 50,000 in the first few months and welcoming our first members. We concentrated on demonstrations—through partnerships on the European Commission-funded ODIN and THOR projects, the Alfred P Sloan Foundation-funded Adoption and Integration Program, which spawned similar projects in the UK, Australia, and New Zealand. From a Gira por España to a round-the-world trip starting in the UK, through Qatar, Singapore, South Korea, Japan, China, New Zealand, and Australia…. I learned how to pack one carry-on for all seasons, but more importantly, listen and learn from the community their pain points and hopes for ORCID. I was (and still am) impressed by the openness of the research community, your interest in engaging with ORCID, and your ability to push the boundaries to evolve how research information is shared.
Credits and Acknowledgements: Thank you to Catalina Wilmers for her excellent work helming our Help Desk, to Rob Peters for creating an independent tech stack and making sure I didn’t get distracted on Slack, and to Will Simpson for utter dependability. Thanks to Ed Pentz for his leadership as ORCID Board chair. Thanks to Susan Stickley for leading us through scenario planning. Thanks to Chris Shillum for asking hard questions. Thanks to Joåo Moreira, Jo McEntyre, Liz Allen (both of you), Consol Garcia, Rebecca Bryant, Josh Brown, Josh Greenberg, Neil Jacobs, Sally Rumsey, Wolfram Horstmann, Martin Fenner, Mummi Thorisson, Andy Mabbet, Torsten Reimer, our A&I program participants, and soooo many many more for believing in the mission!Minuet: Uptown Funk | Mark Ronson
How to scale operations to meet demand is a common challenge of all new ventures. Is our value clear? Can we generate enough revenue to support what we want to do in the timeframe we would like? Do we need to speed up or slow down? Enter our “Don’t believe it? Just watch!” era. We iterated through a series of consortial membership models, with the goal of blending local context with global implementation standards and technical support. For this to really work, we needed to make our virtual office global. With the support of the Leona M. and Harry B. Helmsley Charitable Trust, we were able to build out our team to support local engagement. What a huge difference that made! We welcomed our first consortia in Denmark, then UK and Italy, followed by Taiwan, Australia, New Zealand, South Africa, Germany… and now have over 20. In addition to expanding our global reach, we also expanded the types of connections we supported, making more visible the broad range of contributions that researchers make and their affiliations and credentials. We partnered with Hypothes.is on open annotations. We partnered with F1000 on Peer Review standards. We partnered with publishers on an open letter supporting ORCID integration in publishing workflows. We partnered with Crossref and DataCite to enable ORCID record updates. We partnered with the US Department of Energy and publishers on research resources. We partnered on open identifiers for organizations. We partnered with research funders around the world on use of identifiers in funding workflows.
Credits and Acknowledgements: Thank you to Brooke Rosenzweig, Dan Whaley, Rebecca Lawrence; Nobuko Miyairi, Matt Buys, Alice Meadows, Doug Wright, and the rest of the amazing ORCID “Class of 2015”; Natasha Simons, Adrian Burton, Clinton Watson, Stuart Taylor, Clifford Tatum, Patricia Cruse, Andrew Cormack, Crystal Schrof, Erin Arndt, Susan White DePace, Terry Law, Neil Thakur, Rick Ikeda, and many many more. Thanks for getting into the details with us and showing how open infrastructure CAN be done.Allegro: Marathon | Rush
ORCID is as much about our values as the service we provide to the community. We care deeply about sustainability, in all its forms. “It is not how fast you go. It is more than the finish line.” I am so pleased by how ORCID has developed and grown into an essential component of the global research infrastructure. There is global and cross-disciplinary adoption of ORCID by researchers. You, our members—funders, publishers, research institutions, and technology platforms—have implemented ORCID in hundreds of systems, making it possible for researchers to easily share their information with openness and transparency. The community and our team at ORCID together make ORCID sustainable. With our community as essential partners, I have confidence in the strength and resilience of ORCID and our continued progress toward realizing the vision we set out to accomplish: a world where all who participate in research, scholarship, and innovation are uniquely identified and connected to their contributions across disciplines, borders, and time.
Credits and Acknowledgements: Thank you to Veronique Kiermer for her service and mentorship as ORCID Board Chair, to Meg Buzzi for the right thing at the right time, to Tom Demeranville for defining “done,” to Sarah Hershberger for making financials flow, to Ivo Wijnbergen and Julie Petro for embracing the leadership firehose, to Liz Krznarich for making sure we keep thinking outside the box, to Angel Montenegro for being always an inspiration, to Brian Minihan for his malarkey as a fellow midwesterner, and to the entire ORCID team. Thanks to all of our Consortium lead organizations and tireless community managers. Thanks to Ben Brown and Carly Robinson and so many more for making the ORCID vision a reality. You all rock!Coda: Even in the Quietest Moments | Supertramp
I have truly enjoyed working with all of you to foster the ORCID community. “Your laughter brings me joy.” I have learned so much and am inspired by your commitment. You challenge us to be inclusive, to live up to our values, and to serve you with integrity and processes that ensure trust and transparency for years to come. It has been my pleasure and privilege to have been a part of the ORCID journey with you!
As my symphony with ORCID comes to its end, the organization is starting its next one. My next part? I am taking a break to enjoy the music and explore the polyphony of individual, team, and community responsibilities and rights in collaborative change efforts. I am planning a new venture to help public good start-ups develop foundational principles and to guide organizations in adapting to and adopting virtual workspaces. Stay tuned!Related Posts
- From the Board Chair: Leadership Transition at ORCID
- Ch-ch-ch-ch-Changes: Lots and Lots of Changes
- Closing out 2019: Reflections and Thank You
- ORCID’s Next Phase: 2025 Vision
I’m pleased to announce the start of this year’s search for dynamic and enthusiastic individuals from across the research community to join the ORCID Board. The ORCID Board fulfills a very important role in the organization’s governance by providing strategic guidance and oversight for the successful achievement of ORCID’s mission. More information is available in the ORCID Board Charter (PDF).
Every year, the ORCID Board nominations process gives the ORCID membership a direct voice in the organization’s governance. The Board’s composition and annual elections are an important part of ORCID’s charter, and the election process is a fantastic opportunity to ensure that ORCID grows and develops in close partnership with its members. This year, we have a larger than usual number of current Directors transitioning off the board due to term limits and retirement, so we are looking to fill up to seven board seats.
As this year’s Chair of the Nominating Committee, I look forward to working closely with the other Committee members who represent the diversity of ORCID membership:
- Alison Mitchell, Springer Nature (UK)
- Salvatore Mele, CERN (CH)
- Andrew Preston, Clarivate Analytics (UK)
- Wen-Yau Cathy Lin, Tamkang University (TW)
- Mohammed Baessa, KAUST (SA)
The role of the Nominating Committee is to select a ‘slate’ of candidates that is balanced and diverse, taking into account different sectors, regions, and skills, as well as the ORCID bylaws requirement that a majority of Board seats be reserved for not-for-profit organizations. We seek to ensure the Board is representative of our community’s diversity. New Board Directors should ideally offer perspectives and skills complementary to those of Board Directors who will be continuing to serve next year.
Board Directors must be from current ORCID member organizations, all of which are eligible to nominate representatives to serve on the Board. In addition, ORCID reserves two Board seats for researchers, irrespective of their affiliation. New Board Directors will serve for a period of three years, starting from January 1st, 2021 (the first Board meeting will be in February 2021). They are expected to attend each of three annual Board meetings and to play an active role in ORCID activities during the course of their term. Through 2019, these meetings were in person—across Europe, North America, and occasionally Asia. In 2020, due to the current health situation, definitely one—and probably two—of the Board meetings will be virtual. In the current uncertainty, no decision can yet be made for 2021 and beyond. It's possible that more meetings will be virtual, but to the extent possible, a majority of meetings will be in person.
To help achieve our goal of broad representation across sectors and regions, last year we introduced a Board Meeting Attendance Fund to reduce financial barriers to participation in Board governance. For more information about ORCID governance, please see the Board Charter. Annual reports and other governance information is available on our Governance web pages.
Please nominate yourself or encourage colleagues to nominate themselves to stand for election to the ORCID board using the ORCID Board Nominations Form. You can nominate yourself or (with their permission) another individual. Please be sure to tell us what strengths you would bring to the Board and why you’re interested in serving. We are looking for people with a broad range of skills and experience—including those who work in organizations which support research/researcher workflows, disciplinary associations, university research services, or research technology/profile platform providers—and have experience with the following areas:
- Risk management, with legal, privacy, and/or IT focus
- Finance and business modeling
- Marketing and communications
- Governance or board service with other organizations
In light of ORCID’s global footprint and departing Board Directors, we will particularly welcome applications from the Americas.
More information about what we are looking for is available on the ORCID Board Nominations Form.
We will consider all recommendations received by August 1, 2020.
The slate will be presented to the current Board for approval at our September meeting, after which it will be announced publicly. The community has the choice of either voting on the slate or proposing additional candidates (within 30 days of the slate being announced), in which case the election will become a plurality vote by candidate. To propose additional candidates, a group of 20 or more members must submit a nomination in writing to ORCID before October 29, 2020. Note that the group may not include more than one member per consortium (for specific details, see Article III, Section 2b of ORCID's Bylaws). We will send notifications and open the election by electronic ballot on October 29.
The full process is summarized below:ORCID Board 2021 Election Key Dates
Date Activity May 8, 2020 Call for Board member recommendations August 1, 2020 Closing date for Board recommendations September 22, 2020 Nominating Committee presents slate for Board approval September 29, 2020 Slate made public October 28, 2020 Closing date for alternative nominations October 29, 2020 Voting opens November 30, 2020 Voting closes, results announced at virtual Member meeting January 1, 2021 Elected members start their term February 11-12, 2021 Board meeting, (provisionally in) London (UK)
We look forward to receiving your recommendations over the coming months.
On a personal note, I have served on the ORCID board for many years and can highly recommend it. It is a very rewarding experience both personally and professionally. Fellow Board Directors and the ORCID staff are great people to work with and learn from, and helping ORCID grow, thrive, and achieve its mission is a worthy undertaking. I encourage people to consider nominating themselves or encourage a colleague or someone you think would be a good Director to nominate themselves.
If you are thinking about nominating yourself but aren’t sure or have questions, please get in touch at firstname.lastname@example.org. Remember, the deadline for nominations is August 1, 2020.Related:
In Korea, where the three most common surnames account for over half of the population, ORCID’s ability to mitigate confusion caused by name ambiguity is especially important, and highlights our values of global inclusivity. We recently had a chance to chat with Dr. Na Won Kim, Medical Librarian from the Yonsei University Medical Library, to discuss how their integration with ORCID has improved researcher experience by allowing easier maintenance of their ORCID record.Can you tell us a bit about your roles as a researcher, librarian and the main contact for ORCID at Yonsei University Medical Library?
As a medical librarian with the Yonsei University Medical Library, I am devoted to informing as many researchers as possible about the importance of ORCID. To increase participation, we are continuously explaining the benefits of ORCID through our library website service or via educational outreach.
ORCID is a tool for researchers to improve their individual research, but it is equally as important for policy makers—such as a university president or dean—to be aware of ORCID and to encourage researcher participation.When and why did Yonsei University Medical Library join ORCID?
Yonsei University Medical Library joined ORCID in 2018 to improve our research capabilities. Specifically we were looking for ways to assist our individual researchers in maintaining their ORCID records with their latest data.Can you tell us more about Yonsei University Health System Space (YUHSpace) ORCID integrations?
YUHSpace is our institutional repository. The ORCID integration with YUHSpace helps researchers share thier information with publishers. It allows a researcher's thesis to be registered in the institution's research achievement system at the time it is published. Before we integrated with ORCID, researchers at Yonsei University didn't have a good system to maintain their academic information, they needed to collect all the information manually and uploaded it to our system, YUHSpace. In addition, research papers are updated by periodically linking them to the ORCID record of researchers who have delegated ORCID authority.How would you describe overall awareness of ORCID at Yonsei University?
As many researchers are not yet familiar with ORCID, one of our goals is to increase awareness, which we do by providing organizational members with information at the university and library level as well as providing ORCID-related education at conferences.What is unique about ORCID in Korea?
Beyond simply providing the required author information, we are committed to helping researchers learn about the benefits of ORCID. Many academic journals published by the Korean Association of Medical Journal Editors (KAMJE) are required to include ORCID information with their author profiles. Since KAMJE is also integrated with ORCID it is really beneficial that YUHS and KAMJE work so closely together on communications.What is your perspective on advocating for ORCID in the Korean community?
It’s important to have a persistent, unique identifier tied to an individual’s research for search purposes, especially where there are a lot of common surnames, like here in Korea. ORCID’s goal of alleviating confusion caused by name ambiguity is especially important as Korean names are often redundant when they are written in English.What do you see are the biggest challenges for research institutes like YUHS and for your community?
Many librarians are aware of the need for collecting, managing, and servicing research materials from institutional researchers, but it is difficult to connect to the actual services that support these tasks.
To this end, the National Library of Korea selects 2-3 institutions every year to provide systemic assistance. With the help of Yonsei University Medical Library, it was also possible to establish an institutional repository, YUHSpace. Even with the help of system installation, however, the collection and management of research work is a labor-intensive task. Adding additional manpower—such as a library head—is an essential part of research management.What’s your favorite thing about ORCID?
Because all researchers’ profiles can be managed on one page, I think ORCID is a good tool to record research achievements. In addition, the ORCID API helps library administrators address the difficulties of entering and managing research paper information. Researchers find that libraries not only provide reference materials for research, but that their research capabilities after publication are improved.What three words sum up ORCID for you?
Improve Research Power!Related Blog Posts
The new Organisation for Economic Co-operation and Development (OECD) report, Charting the Digital Transformation of Science, explores key factors in the digitalization of research. Findings are based on the International Survey of Scientific Authors (ISSA), a 2018 survey of nearly 12,000 authors working in a variety of disciplines in 60 countries. “Overall, researchers appear to be optimistic about the potential of digitalization, especially in relation to the efficiency of research and collaboration across national borders,” state the report authors, Michela Bello and Fernando Galindo-Rueda.Digital identity and research collaboration
The report identifies four core factors that enable digital transformation of research: (1) use of digital scientific collaboration and productivity tools; (2) development and management of digital access to data and code; (3) use of advanced, computing oriented, digital tools; and (4) digital identity in online environments and communication of scientific work.
A key aspect of the research community is its global interconnectivity. As challenges such as the COVID pandemic are clearly highlighting, digitalization is both an enabler and an outcome of research collaboration. While ORCID was born digital, COVID is pushing more researchers to utilize online tools and virtual collaboration spaces.
This is accelerating trends for researchers to actively define their online identity, assert links to their work, and communicate their research to their peers and beyond conventional channels. Persistent, trusted digital identity can play a role in the way researchers and their output are evaluated, which is very important as information sharing is sped up to support global challenges. And with ORCID’s principles of transparency and trust and leadership on privacy, the researcher is in control over how their identity is created, connected, and shared.ORCID as a de facto standard
The OECD survey found the global-born ORCID iD to be the most widely used identification mechanism for researchers to assert online identity, eclipsing national identifiers and publisher author identifiers. In the Higher Education and Government sectors, ORCID has become a de facto standard. OECD reports that over 60% of researchers in each field reported using their ORCID iD as a digital identity in their research (see Figure 1 below, reproduced from the OECD report Figure 3.14). Similarly, over 50% of researchers in each country reported using ORCID IDs (See Figure 2 below, reproduced from OECD report Figure C.5). Report data are available here.Figure 1. Percentage of authors that use selected types of IDs.
Figure 2. Percentage of authors that use a given identifier, by country or economy of residence. The value of ORCID in enabling collaboration and research efficiency
As research communities continue to evolve their use of online tools, performative aspects of research are also evolving. These changes impact data quality, access, ethical frameworks, and skills, with broad implications for research policy.
OECD reports that researchers using digital tools and digital identity more extensively tend to leverage project management and cloud services more and engage in more activities that can result in broader impact mechanisms, including patents, business management activity, provision of research services, and consultancy work. These findings are complementary to our 2019 ORCID User Survey in which over 80% of respondents found ORCID to be an essential component of the research ecosystem. They also provide additional context for our exploratory work on using ORCID iDs to enable researchers to cite bodies of work.
Reading the OECD report, I feel confident in asserting that ORCID has passed the tipping point. We are an embedded component of the global research infrastructure valued by researchers and the research community broadly. Thank you for supporting this journey, and stay with us for more to come!Related Blog Posts
- Open Office Hours: Sharing our Virtual Office Expertise
- Privacy and User Control: Always top of Mind
- Listening to Our Users: 2019 Community Survey
- Two ways you can help ORCID learn about what you want next
- ORCID’s Next Phase
where we share our experiences with tools and soft skills and field your questions and comments. Register here.
So here we sit, at home, talking to each other over pick-your-favorite web conferencing system, trying to co-manage kids and/or pets and/or bandwidth. My teen-age kids tell me their generation is now called the Zoomers. I’ve seen comments on any number of social media platforms about being in meetings all the time, and how this is more exhausting than going to the office and meeting face to face. I also hear people talking about social distancing feeling more like being in an isolation chamber. Humans are social animals (even us mostly-introverts), and to many this feels like torture.Though the social isolation aspect of COVID-19 is new for everyone, ORCID has operated in a virtual office from our beginning.
Founded in 2010, ORCID has never had a central office, building, or other physical shared space. We were one of the early pioneers of a completely virtual office. We use a virtual office service for our mailing address, which we chose (in part) because of the street name. After about two years, the Board stopped asking staff when we would invest in a building. They saw that it was entirely possible to run an organization without one. We can hire the best people from anywhere in the world, engage with communities where they live, and offer flexibility in creating a workday that enables staff to manage their lives with more ease. Being virtual enhances our resilience.So, how do we do it?
We live by the principles of agility. As a non-profit, our mission, values, and principles guide our work. We engaged in scenario planning to establish core strategies, which we use to establish annual goals. We embrace synchronicity and asynchronicity. We use online tools which are also spectacular at enabling transparent collaboration. We trust each other to get our work done whenever and wherever we happen to be. We care deeply about our community, and we know we must ask questions and share our plans and progress openly with the community.
When a new person joins the ORCID team, we send a laptop, set them up in all of our online tool environments, and review our mission and goals. Most people are ready to go, from a technology perspective, in less than a week. Harder is onboarding into payroll, because each location has its own employment regulations, taxes, vacation days, pension, etc. We currently have 37 staff working in 15 countries, and several US states which each have specific employment regulations.How to choose tools? Based on what we need to accomplish. Here this is broken down by activity and urgency.
Ideas and Decisions
We use synchronous meetings to discuss ideas and make decisions, both internally (weekly) and in external working groups (monthly) and interest groups (quarterly). We use a variety of online meeting tools, including Zoom, Google Hangouts, Skype, Slack, and GoToMeeting. We are careful to have a clear agenda for meetings and to have prepared materials that are linked to the agendas. We take notes and action items, and we monitor progress. Synchronous meetings are critical but we can’t spend all our time in meetings. We need time to take action on the decisions.Materials and Code
We use a variety of platforms to develop materials for synchronous meetings and follow up on action items, including Google Docs and Github, which we augment with content management and collaboration tools including DropBox, Drupal and WordPress, and Figshare. To do this work, we set aside 2-4 hour blocks of time not in meetings or responding to email. Time to think rather than react. Some people like to start the day doing work that requires longer concentration, others like to end the day that way. Either way, this protected time enables the deeper thinking that planning requires.Projects and Progress
Collaboration is a bedrock value of ORCID. We manage projects and track our progress using Trello, Salesforce, and Quickbooks. We spend time defining and refining core team responsibilities and articulating agreements within and between teams. We use team and project Trello boards to organize our work, make timelines explicit, share tasks, and @ people within and across the organization who can help complete projects. For more fine-grained and faster communication we use Slack. We share statistics on a weekly basis and are rolling out an analytics facility this year to better visualize progress and longitudinal trends.Values and Culture
Each team works differently, and we allow for agility and creativity in what tools are used and how they are deployed. In addition, we have people from many countries and cultures and timezones. We are diverse, and must be inclusive. To help us work together effectively requires more than our mission. It requires trust and transparency. As we have grown, we have spent more time exploring our values. We recently rolled out our Dignity at Work policy. We dig into our values by having each team live a value each year, and staff annual performance goals include how our work supports our team value. This year, teams are developing charters to augment their core responsibilities. We do this because how we work is at least as important in what we work on.
I hope that our experiences are useful to you as you navigate this time of virtual everything. If you’d like to talk more, we will be hosting a webinar on virtual office work this Thursday April 16 at 11am ET. We invite you to register, ask questions, and share what works for you.Our collaboration toolbox
Ideas and Decisions
- Zoom (all-staff and team meetings)
- Google Hangouts (stand-up meetings)
- Skype and Slack (1-1 meetings)
- Go-to-Meeting (community webinars)
- Slack (direct messaging, group messaging, project messaging, community messaging)
- Zendesk (user tickets)
- Transifex (translations)
- Google Groups (API Listserv)
- Twitter (social media campaigns)
- Google Suite (project pitch and planning)
- Trello (project management and sharing of Product and Current Development roadmaps)
- Expensify (expense reporting)
- Quickbooks (financial reporting)
- Analytics dashboard (coming soon)
- Github (codebase, version management for documents like our bylaws)
- SalesForce (member management)
- DropBox (file management and archiving of internal documents)
- Drupal and Wordpress (more-or-less static content, documentation, and news)
- Figshare (DOI assignments and archiving of external documents)
- Individual laptops, earbuds, and lots of international plugs
- Rackspace and Amazon Cloud (servers and load balancing)
- ORCID’s Response to COVID-19
- The ORCID Product Roadmap: Share your Ideas!
- ORCID at Scale: Improving our Own Infrastructure
- ORCID’s Next Phase: 2025 Vision
As a founding member of the Australian ORCID Consortium, the Australian Research Council (ARC) has been closely involved with the Australian research community in its journey in adopting ORCID and is pleased to share its experience of integrating ORCID within its Research Management System (RMS).Reaching the goal of “enter once, reuse often”
The ARC is committed to streamlining its grant application process, and the opportunity to incorporate ORCID to auto-populate research outputs for researchers within RMS has proven particularly beneficial. In short, the ARC’s ORCID integration has made possible its goal of “enter once, reuse often” for research outputs in the research application process.
In October 2018, the ARC successfully launched a new functionality into the user profiles of RMS. This allowed researchers to auto-populate their research outputs (including publications and non-traditional research outputs) into their user profile. Once research outputs have been saved within their profile, researchers are able to use these to populate any grant applications, removing the need for repeated manual entry of research outputs from the grant application process.
Researchers and University research office staff are able to enter research output data at any time using four methods, including inserting or updating ORCID data into a researcher’s profile after the ORCID ID is authenticated, and the ARC is added as trusted party. Other entry methods entail exporting BibTeX or DOI data or the option to upload data manually.
A snapshot of the dashboard. Figures pictured are a later representation than described below.Saving hours of work for thousands of researchers
This new capability will save many hours of work for thousands of researchers that submit applications to the ARC each year, and is an important part of the ARC's broader commitment to reducing the burden of grant application on researchers.
The new functionality with ORCID was thoroughly tested with the ARC's largest funding scheme, Discovery Projects, with 2,877 applications submitted over the period of December 2018 to February 2019 for the 2020 funding round. The auto-population functionality was embraced by the majority of the sector with over 1.4 million research outputs uploaded (over 940,800 of these imported using ORCID) into the RMS user profiles of over 14,000 researchers.
The process was not without its challenges, which was to be expected given the diversity of research output types and disciplinary characteristics, but these were well managed by both the ARC and the sector.
For the future, the ARC will continue to work on improvements to RMS as well as with its applicants, particularly around data quality, to further assist researchers in their application process experience.Related articles
- Reports and ORCID Recommendations from ORBIT Funder Working Group
- ORCID Open Letter - Funders
- Adopting ORCID Identifier in Australia
In this installment of ORCID Success Stories, EMEA Manager Gabriela Mejias discusses the ORCID/Zurich Open Repository and Archive (ZORA) integration with Martin Brändle (IT specialist for ZORA) and André Hoffmann (long-term archiving for ZORA).
Q. Can you briefly describe the ZORA integration?
A. ZORA is the primary directory of publications by researchers at the UZH and provides access to the full texts. Its focus is on qualified scientific publications. The repository, which is based on EPrints software, is operated by the Data Services and Open Access team of the Main Library together with an IT team at IT Services of the UZH.Improving author findability, access, and citation statistics
Q. Thinking back to a year or so before University of Zurich joined ORCID, what were the main reasons for you becoming a member?
A. In 2013, the teams mentioned above were already in loose contact with ORCID and were following early implementations by other institutions. One idea was to implement ORCID centrally within the UZH Identity and Access Management (IAM) and to connect it with a user self-registered UZH ID, a project that should enhance the IAM. However, the self-registration project never came to life and hence it was decided to focus on ORCID integration in ZORA, because it has a comprehensive publication, author and user registry of active and former members of the UZH and offers interfaces to other systems.
One of the challenges we had back in 2016 when we began conceptual design was managing 80,000 publications by 280,000 authors with 100,000 distinct names. Additionally, many author entries had slight variations in their names which hampered author findability, access, and citation statistics. The variations also impacted the publication lists served by ZORA on the UZH website and interoperability with other systems such as the academic report of UZH.
Based on what we knew, we felt that the implementation of ORCID in the data model and workflow of ZORA would support the search, submission, review, and data cleaning processes.
Q. What were your top priorities once you’d joined ORCID?
A. We had three main priorities:
- First, to provide a large amount of ORCID-tagged publications. To do so, all import and export interfaces and formats (e.g. Crossref, PubMed, DataCite Metadata Schema and further) were evaluated for their suitability for ORCID.
- Secondly, we wanted to reduce typos and variations in author names, and
- Finally, to raise interest for and visibility of ORCID with future users.
Therefore, implementation was done in three phases:
- Phase 1 included setting up the data structure and the Create or Connect your ORCID iD functionality
- Phase 2 implemented all procedures in the submission and review workflow plus the import and export plugins for ORCID and other data sources
- Phase 3 added the publication tagging function for authors and submitters
Developments such as export to the academic report, an ORCID coverage report and an author authority table to track inconsistencies in names and publications were postponed after ZORA went public with its ORCID integration in November 2018.
Q. What were the biggest challenges when you started to implement ORCID at University of Zurich, and how did they impact your plans?
A. Challenges were faced both on the organizational as well as on the technical side. As a basic member we have basic ORCID functionality. At the time of conception, the ORCID plugin provided by EPrints Service was still in its infancy. Therefore, we implemented a custom ORCID integration.
Another challenge was the internal distribution of the submission process at ZORA across diverse roles. The different roles are user, submitter, editor and admin. Permissions to interact with user’s ORCID iDs are collected with the ORCID Member API, and delegated roles can trigger the import and export of publications data to ORCID records. Since a repository should reflect its publications as closely as possible, we wanted to include iDs from external co-authors that we import from Crossref or PubMed. In all cases, the source of the ORCID iD (ZORA user authenticated ORCID iD or external co-author iD ingested via Crossref or PubMed) is displayed in the publication page.
Another challenge was setting up the communication strategy which had to be compliant both with requirements by ORCID and our data protection attorney. This necessitated close collaboration with and training of the Open Access team. The voluntary nature of researcher participation in ORCID, in line with the recommendations of the ORCID-DE privacy report, was emphasized.
In its initial phase, the communication strategy focused both on general aspects and benefits of ORCID as well as on practical step-by-step instructions for using ORCID in ZORA. Furthermore, how can continuous awareness of ORCID be maintained in an organization that is per se fluctuating? For this, we set up a specialized "ORCID information phase" in our software planning and bug tracking system in order to collect ideas and monitor development of ORCID coverage at UZH.Personal contact means increased participation
Q. What kind of outreach, communication, and education did you do for users at your organization before, during, and after launching ORCID? What worked, what didn’t?
A. During the concept phase, we evaluated the Create (institution creates ORCID records on behalf of its members) and the Encourage model (institution encourages members to self-register with ORCID). By recommendation of UZH's data protection attorney, we decided to pursue the Encourage Model, although it meant the number of UZH members having an ORCID iD would be considerably lower.
A few months before launch, initiatives such as a lunch break lecture by IT Services or a PhD information literacy course by the Main Library were used to stimulate interest in ORCID. When we launched ORCID we provided How to/FAQs/video tutorials on the Main Library's website, blogs by both Main Library and IT Services of UZH and internal emails to all research staff.
Ongoing awareness is now being built using coffee and lunch break lectures, awareness campaigns on info screens, handouts for departments and libraries to explain necessary steps and workflows, and information literacy courses. We tracked the number of new ORCID iDs before and after the outreach efforts. There was a significant increase, especially after we personally contacted researchers and administrative staff.Vertical and horizontal support is critical for successful integrations
Q. What impact has your ORCID integration had internally?
A. ORCID iDs are especially useful for the quality assurance of the repository information, and they ease the creation of precise publication lists. For the library, ORCID as a topic is an excellent tool for getting into contact with researchers and institutes and to foster exchange in both directions: on the one hand, by providing support, training and instruction on the difficult topic of author identification and search, on the other hand by getting valuable feedback on its services.
Q. What do you think would be valuable for other members to know about integrating with ORCID in repositories?
A. We think that obtaining support both vertically and horizontally is paramount for a successful integration. Vertically, at UZH this started by getting formal support by the university board, the library board and within IT Services for the project. This was further simplified by the fact that ZORA is well-known as a key service for visibility of the university's publications and that it is an important driver for Open Access itself.
Horizontally, it was important to include and inform stakeholders such as the scientific and liaison librarians and the data protection attorney about the purpose and value of ORCID in an early stage of the project. The wealth of resources that ORCID has created in past years for user outreach and for integration of ORCID into repositories is a treasure that should not be neglected during planning and can be used to bring stakeholders together.Blog
One of the questions ORCID is asking ourselves as we look toward our future is: “Will researchers be able to use ORCID to enhance their ability to undertake, communicate, evaluate, and promote their research and in a variety of settings as they are doing their work?”
Between now and May 1, we are looking for researchers and scholars from all countries, career stages, and disciplines to help us answer this question by sharing with us what they think about how they are connected to their work. The answers we discover together will help us improve and enrich the environments, workflows, and interactions that are a part of research and scholarly endeavors.What are we trying to learn?
How you create and use summaries of your work:
- How often do you have to pull together descriptions of yourself and your work, for example a bio, CV, work sketch or similar list of your research or scholarly activities?
- What do you use them for?
- What effort is required of you to pull it together?
- What steps do you take to make this easier?
- What other complications might you face?
Your satisfaction with formal assessment:
- Are you satisfied with how formal assessment of your work is conducted, for example, assessment for possible funding, promotion, tenure, salary adjustments, new positions, etc?
- Do you feel that the right things are assessed?
- What works well, and what is challenging about the process?
We have 25 slots available for individuals who are willing to share their thoughts with our facilitator. To sign up for a 30-min slot, please use our interview registration calendar to select a date between March 30 and May 1.Online Survey
If a video call interview will not work for you, we still value your input! We have created a 10-minute online survey with questions similar to what will be asked during video interviews. Access the survey between today and May 1.We appreciate you!
We know your time is valuable and we appreciate your participation. Everyone who completes a video call interview will receive a pair of limited edition ORCID socks as a thank you gift. All participants (including those that take the survey) who provide their email address will be entered into a drawing for one of ten $25 Amazon gift cards.
We look forward to your insights!Blog
There’s been much buzz in the community lately about the Research Organization Registry (ROR), “a community-led project to develop an open, sustainable, usable, and unique identifier for every research organization in the world.” ROR celebrated its first year in December 2019; it was an action-packed year which included the launch of the ROR registry and API, as well as the addition of support for ROR IDs in systems like DataCite, Dryad, Wikidata, and GRID.
Questions have been popping up about ORCID’s involvement with ROR and our plans to support ROR in the ORCID Registry, so we’re devoting today’s post to all things ORCID + ROR.Is ORCID involved in the ROR project and governance?
As former ORCID board chair Veronique Kiermer mentioned in our last organization IDs update, we participated in the Organization ID Working Group, which laid the groundwork for the development of ROR, but we are not directly involved in the ROR project or its steering group.Why is ORCID not part of the ROR steering group or project team?
We are thrilled that ROR continues to gather momentum in the community under the guidance of Crossref, DataCite and other project partners. We stepped off the guidance group in 2018 following a deep conversation with our Board, who decided that ORCID needed to focus our resources on our own sustainability. We have now reached that milestone, making it more possible for us in the coming years to engage in community initiatives like ROR.Will ROR IDs be supported in the ORCID Registry?
Yes. Adding RORs to the ORCID Registry is on our roadmap. Open identifiers for organizations are a critical component of trusted assertions. While we work out the complex interdependencies involved in implementing ROR, we continue to actively encourage their adoption and use in a wide variety of communication channels.Will ORCID move to using only ROR organization IDs?
ORCID is all-in with persistent identifiers. We support a diverse global community with a variety of use cases and requirements. We are keenly aware that reaching consensus on “the one” is difficult, if not distracting, as we all work toward digital transformation and open research goals. We expect messiness during this transitional period and strive to provide and support tools - technical and communications - to help manage it, such as FAIR, CARE, and Metadata 2020. We currently support four organization ID types (GRID, LEI, Crossref funder ID, and Ringgold) in affiliation, funding, research resource, and peer review items. Similarly, we support multiple ID types for other items in the ORCID registry (e.g., DOI, PMID, ISBN and over 40 other identifier types for works; Scopus, ResearcherID, ISNI and others for people).How ORCID is implementing ROR
ORCID has supported organization IDs since 2013. As of this post, the Registry contains 6,163,549 affiliations with a GRID, LEI or Ringgold ID. If we include funding, peer review and research resource items, ORCID records are connected to 167,147 different organization IDs. This means we need to figure out how to manage an organization identifier soup. We have done this for other ID types, so we have experience to draw from. Our approach is to separate this into back-end database, back-office system, and user interface work. Our plan is to offer ROR as an option to our members to use when they make assertions, and over time enable ROR in the user interface.
Build tools to automate import and update of organization ID metadata
We are working to automate our processes for importing and managing organization identifiers. This work needs to be completed before we take on an additional ID system, otherwise we risk stretching our current tools (and people) beyond their limits.
Update our back-office membership system
We use persistent IDs in our user-facing systems and in our internal systems. We need to update our membership system and processes to support ROR. This can also help to manage mapping between identifiers.
Map organizations to ALL of their different IDs
We have multiple entries in our database for a given organization, and we are working through how to relate different organization IDs to one organization. This requires a combination of metadata and user experience research, and will be an ongoing piece of work. We are hoping that this mapping is addressed, at least in part, by the work of ROR.
We plan to begin the steps needed to implement ROR support in 2020. Follow Trello: Integrate ROR (Research Organization Registry) IDs for updates! In the meantime, integrators can use GRIDs, which currently map one-one to RORs.Related Documents
- Next Steps for ORCID and Organization Identifiers
- Trello: Integrate ROR (Research Organization Registry) IDs
- Organization Identifiers in ORCID
ORCID launched its Registry service in October, 2012. With over 1100 members and 600 systems around the world that use the ORCID API to collect ORCID iDs, ORCID has grown to become an integral part of the global research infrastructure. Persistence -- both in terms of patience and prolonged existence -- is critical, especially in these times of uncertainty and change.
Over the last 8 months, we have taken a deep look at our core strategies and developed a 2025 vision focused on reliability and resiliency. Our vision has three main components:
- developing the organization
- reworking how we engage with our communities, and
- maintaining and innovating on our service offering.
An often overlooked component of resilience is organizational design. As ORCID adoption has grown, we have worked hard to ensure capacity to support the needs of our members and communities. We started in 2012 focusing on our tech team. In 2013 we started building out our back office and communications capacity. In 2015, with funding from the The Leona M. and Harry B. Helmsley Charitable Trust, we grew our regional engagement capacity. We have since continued to build capacity through addition and development of staff and reworking our organizational structure. In 2018, we created a Product function, and we are currently completing a round of new hires to build out the Product and Communication teams, augment our Researcher Services team, as well as creating a dedicated Human Resources function in our Operations team. As we closed out 2019, we had 30 people in 12 countries, speaking 15 languages. We have been a fully virtual office since the start, and half of our staff have been with us for 3 or more years. In 2020, we will be focusing internally to ensure our organization has the tools it needs, the cultural foundation to act on our values, and the strategic underpinning to ensure our actions are aligned with our priorities.Engaging our Communities
ORCID was founded by the research community as a neutral and enabling infrastructure component. Our founding Board established our core principles, bylaws, and raised start-up funding. On its 10-year anniversary, the last of our founding members are rolling off the Board. To support this transition, the Board completed the first phase of an extensive governance review in 2019, during which it created a Board charter, created a Finance Committee, approved a Dignity at Work statement, and updated ORCID bylaws to ensure consistency among governance documents.
At the same time, ORCID staff are reworking how we engage with our communities. We will be testing out Consortium and Service Provider channel approaches that enable us to scale our activities as adoption increases. We are moving from isolated working groups to a more consolidated interest group approach. We now have over 20 national ORCID consortia, and to better support communication with and between these active communities, we will be launching a Consortia Interest Group this year.
Based on feedback from our communities, we are sunsetting our Collect and Connect badging program and soon will be launching a focused Service Provider certification program. Aligned with the creation of ORCID’s Product function, we will be launching a Product Interest Group this year, to enable better two-way flow of information about new product releases and to collect requirements. Stay tuned to the ORCID blog for more on all of these activities.Productizing our Service
What is ORCID? We provide three essential services:
- a unique identifier
- a set of APIs to enable researchers to connect their iD with their affiliations and contributions, and
- a database to store these connections.
We have spent much of the last few years ensuring that our technology infrastructure is resilient and scales with ORCID adoption. Our technology is essential, but we also provide core engagement and communications functions to ensure best practices. With our new Product and Communications teams, we are now in the position to level up how we deliver information about what we do. We recently released an accessible ORCID home page, will follow soon with a refreshed website, and are working toward an accessible ORCID Registry by the end of 2020. Look for focused campaigns, a more robust library of media and outreach resources, not to mention improved product resources and training.
Over the last year we have implemented processes to clarify how we capture and incorporate community input and feedback into our product offering. We have several projects planned to update the user experience, drive data quality and utility, and continue to improve the value we deliver to researchers, members, and the broader research community. We continue our work with other identifier providers, including DataCite, Crossref, ISSN, and ROR, with the goal of robust openness and information transparency.Measuring our Progress
With our Board, we have developed a 2025 vision. Based on our four core strategies, we have articulated core activities and KPIs. We are building an analytics platform this year that will enable us to develop dashboards for ongoing tracking. We are also carrying out an internal activity-based costing project to better understand service costs, very important for ORCID as we are a non-profit operating on a cost-recovery basis. We will be establishing baselines and 2025 targets this year, and sharing our progress externally in our 2020 Annual Report.
We thank all of you for being part of the ORCID journey and welcome your partnership in the years to come. Together, we are in this for the long haul!Related Documents:
- ORCID 2019 Annual Report
- ORCID 2025 Vision
- ORCID Product Roadmap
- Closing out 2019: Reflections and Thank You
- 2018 Project Roadmap
- 2019 Project Roadmap
In respect of guidance from the World Health Organization and other authorities about the COVID-19 pandemic, we have asked that all ORCID staff halt out-of-country travel immediately. In addition, instead of in-person meetings, staff will be scheduling only web meetings during this time, even for local events.
This travel and meeting guidance will remain in place until April 15, at which time we will announce adjustments based on new data about the COVID-19 pandemic.
While we are curtailing travel, we do not anticipate any disruption to our day-to-day operations. Since the beginning, ORCID has been a global organization with a highly effective distributed team culture working out of virtual offices on every continent. We are well positioned to continue serving our community during this pandemic. Researchers will be able to access the Registry as normal, member integrations will continue to work as normal, and our support desk remains in operation as normal.
If there is anything our team can do to help, please let us know.Blog
As you are probably aware, the ORCID record contains a section for affiliations, including the record holder’s employment at an organization.
If the record holder’s employer is an ORCID member, that organization may post employment affiliation directly to that record if they are granted permission by the record holder to do so. Not only is this convenient and time-saving for the record holder, but by asserting current employment, the member organization builds upon the usefulness of the record by increasing the interoperability of the data.
However, if the record holder revokes permission that was originally granted to post the affiliation before the end of their employment, the member will be unable to update the end date. Therefore, it looks as if the record holder is still employed by the organization when in fact they are not.
Even though this sequence of events is rare in practice, that it is possible at all erodes trust in the assertions, and therefore their usefulness to end users.
Last year we launched our implementation of OpenID Connect, which opened the door to integrators using ORCID as a sign in mechanism to their systems, using the same standards and software used to implement sign in with Google, Twitter, and other social media platforms.
When you use sign on with social media, it is normal for your email address to be passed to the system you are signing into. However, most ORCID users have their email address set to ‘only me’ visibility. This means that we can’t pass it to the system that you are signing in to.
The OpenID Connect standard does not require email address to be released, but this is a case where common practice diverges wildly from the specification. Many tools and systems expect the email address to be there and fail if it is not. Yes, integrators should be able to use the ORCID iD instead of email as an identifier, but in practice they do not. This has led to some highly undesirable behavior, such as integrators asking users to make their email address public so that they can use sign in with ORCID.
There were some other changes to the policy for clarification and completeness.
- We added mailing lists to the list of systems covered by the policy (throughout the policy)
- Clarified the meaning of corporate reorganization (section 6.5)
- Stated reason for keeping cryptographic hash of email address after record deactivation (section 7.0)
Since our launch in 2012, we’ve been fostering openness in communications with our community so we can continually improve our Registry and APIs, and ultimately better meet your needs. Your feedback - whether as users, members, or public API integrators - has been critical in helping us prioritize what to develop, how, and why. For example, we improved our inbox notifications early this year, added new supported work types, and removed the need to have an affiliation start date when an end date was added. This feedback all came from our community.
There are four ways you can see how we are implementing your feedback to improve ORCID:
- What we are working on now: Our Current Development Trello board, which has always been publicly available, shows what we are working on now
- What improvements are on the horizon: Our Product Roadmap Trello board, launched earlier this year, shows what we have committed to implement in the future
- Community requests for UI Improvements: Our User Feedback Trello board is focused on the development of our User Interface (UI), and
- Community feedback from members and integrators: Our Member and Integrator Feedback Trello board captures feedback from the community that could assist in others in their own successful integrations.
After working with Trello boards for over a year now, we’ve determined that they are a much more efficient way for us to manage crowdsourced ideas for improvement, and to share implementation progress with the community. With these new public boards in place, we have decided to sunset our iDeas Forum. Here’s how you can share your suggestions for ORCID enhancements and new features:
- You can tweet us, using the hashtag #ORCIDfeedback,
- You can email us,
- Share your ideas in meetings,
- Participate in Working Groups, or
- Tell us in person at events!
Once we add your ideas to the appropriate board, we will evaluate them for how well they fit with our mission, how easy they would be to implement, and how critical they would be to continued improvement over time. We will provide a link to the person who proposed the idea so they can track the progress in real time!
Please contact us if you submitted an idea previously which you feel is still relevant that has not yet made it to one of our Trello boards.
Our thanks to all of you who have shared your ideas in the past — please keep them coming in future too!Blog
ORCID日本コンソーシアムは、2020年1月より一般社団法人 大学ICT推進協議会・AXIES がリード機関となって発足しました。