Data Management: Why a Node data management strategy

Data management activities already exist across roles, services, institutions and projects. The question is whether they form a coherent approach. This section explores why a coordinated strategy matters, how it can connect existing work, clarify scope and responsibilities, and support practical first steps.

Status

ready

Time to complete

60 minutes

Primary audience

Node Coordinators, Data Stewards

Explain why a Node data management strategy can support coordination, clarity and planning
Describe how a Node data management strategy connects existing services, roles, policies and activities
Identify a practical starting point, key risks and the perspectives needed to begin developing a strategy

Developing a shared approach to data management is not always straightforward in a distributed environment like ELIXIR. Responsibilities, services and expertise are often spread across roles, institutions, projects and national initiatives. A strategy helps connect this existing work, clarify responsibilities and create a shared direction.

Important

You can use the Node examples page for inspiration while working through this chapter. The examples show how different Nodes used practical activities, existing resources and early discussions to begin developing a more coordinated approach.

Why a data management strategy matters

ELIXIR Nodes bring together many institutions, services and communities. Each group works with data in different ways. Without a shared direction, coordination becomes difficult. A strategy helps create this direction and provides clarity.

Direction and clarity: A strategy shows what the Node wants to achieve in data management. It shows how services fit together and where support is still needed.
Efficiency and shared understanding: It reduces duplication, improves communication and helps staff understand their roles.
Planning and sustainability: A strategy supports long-term planning. It helps the Node decide which services to maintain, where to invest effort and how to respond to new demands or opportunities.
Scope and responsibilities: A strategy helps clarify what should be coordinated at Node level and what remains with individual institutions, projects, services or teams. It does not require every partner to work in the same way.

Funders and national partners often expect this kind of clarity. Changes in requirements, services or research practices can also create a practical reason to improve coordination.

Related perspective
How funders can drive FAIRification strategies.

Note

Developing a strategy is not the responsibility of a single role. It requires input from coordination, data stewardship, technical teams and user-facing support to reflect the full data landscape.

What a data management strategy is and does

Note

A strategy is not a complex policy document. It is a simple way to bring clarity to how data is managed across the Node or institution.

A strategy has a few key characteristics:

A short, practical document: A strategy outlines the main goals of the Node, the data landscape it serves and the principles that guide its work.
A way to connect existing information: It brings together content that often exists in many places. It does not replace policies, service descriptions or Data Management Plans. It connects them.
Selective and connected: A strategy does not need to describe every activity in detail. It identifies what matters at Node level and links to more detailed institutional policies, service descriptions, strategies, plans and other supporting documents.
Services and roles: A strategy shows how the Node supports good data management and FAIR practices. It describes the main services, roles and communities involved.
A shared reference point: It gives staff a common view of the current situation and future direction.
A living document: The strategy is light and easy to update. It can begin as a rough outline, action plan or collection of existing materials and develop as the Node grows, new roles appear or priorities shift.

Developing the strategy can already be useful before the document is complete. The process can make existing work more visible, connect people who do not usually work together and clarify where responsibilities or decisions are still unclear.

Quick exercise: mapping your strategy starting point

A strategy links existing work. Nodes often have policies, maturity assessments, training plans and service descriptions. The strategy brings these together and shows how each element contributes to the wider picture.

Before moving on, write this down. It will help you make the next steps more concrete.

Think about what already exists
Write down three to five items related to data management in your Node. These may include policies, services, tools, training, roles, expertise, partnerships or existing working arrangements.
Group and connect them
Which items belong together? Who is responsible for them? Are there overlaps, unclear connections or areas that are difficult to find?
Reflect
What feels clear and well connected? What feels fragmented, difficult to find or unclear in ownership? Before identifying a gap, check whether the activity or expertise may already exist elsewhere in the Node.

The aim is not to create a complete inventory. It is to identify where existing work can be connected and where further coordination or action may be needed.

Tip

Compare your notes with a colleague. Do you see the same picture, or are there differences in perspective?

Quick reflection: risks without a data management strategy

Consider your current situation:

Which decisions are currently made case by case because there is no shared direction?
Where could responsibilities, ownership or decision-making remain unclear?
Where could services, expertise or support be duplicated, overlooked or difficult to find?
Are priorities mainly shaped by urgent requests rather than deliberate choices?
Which activities depend heavily on individual people, projects or temporary funding?
What might remain unclear for staff, partners or users?

Choose one or two risks that matter most for your Node. These can help explain why a strategy is needed and where to begin.

Exercise: taking the first steps towards your strategy

You do not have to begin by drafting a complete strategy. A practical activity, recurring question or existing document can provide a useful starting point for bringing people together and identifying what needs coordination.

Begin with what already exists
Gather relevant documents, notes, services, training activities, mappings or agreements.
Which of these could provide a useful starting point or help you identify what needs coordination?
Form a small working group
Who can bring different perspectives on the Node, its institutions and its services?
List two or three people or roles to involve first, and note who may be useful later.
Choose a practical first output
This could be a one-page strategy outline, an action plan, a service map, a survey or another lightweight document.
What would help your group make the next discussion more concrete?

Tip

Keep this lightweight. The goal is not to create a complete strategy, but to take a first step.

Who to involve

For a basic strategy, start with a small group that brings together different perspectives. The group does not need to represent the whole Node from the beginning. It should include people who understand the overall direction of the Node and people who know how data management, services and support work in practice.

Consider whether you have the following perspectives involved:

A Node coordinator or other coordination role to connect the work with Node priorities and decision-making
A data steward, data manager or technical staff member with knowledge of standards, tools, services and workflows
A support or training staff member who understands recurring questions and user needs
An institutional, infrastructure or community representative who can bring a perspective from where activities happen in practice

You can involve additional people later, for example service owners, national partners, platform or community representatives, funders or policy experts, depending on the questions your strategy needs to address.

Warning

If only one or two perspectives are represented, important aspects of the data landscape may be missed.

Real world example

Node examples to learn from

Node examples for chapter 1 on why a data management strategy matters