Leveraging IT Assets

managing information

ISSN 1352 0229Volume 18 Issue 6 2011

for everyone who uses information

Research Reviews:21st century libraries• Thrift and resourcefulness in developing a digital library• Leveraging IT assets in Kuwait’s university libraries• Student perceptions of academic library staff in an

Information Commons context• What makes a public library branch manager exemplary?

Issues in working virtuallyBarriers and opportunities

The Dow Chemical Company

A ‘Highway Code’ for Privacy and Data Protection?

Information Technology as Context for Women’s Leadership

IFLA World Library and Information Congress 2011 Preview

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ASLIB is a membership association for people who manage information and knowledge in organizations, who are not necessarily librarians.

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2 Managing Information Vol. 18 Issue 6 2011

ISSN: 1352 0229

Editor-in-Chief: Graham Coult E-mail: [email protected]

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Editorial Advisory Board

Kevin Carey, Chair RNIB, Founder Director of HumanITy

Jonathan Eaton, London Business School

Sheila Pantry, Sheila Pantry Associates

Nigel Spencer, The British Library

Martin Ward, Ricardo Engineering

Loyita Worley, Reed Smith LLP

www.managinginformation.com for everyone who uses information 3

Welcome to Managing InformationVolume 18 Issue 6 2011

Managing Information magazine - YOUR eye on the information world

Managing Information is a subscription magazine available both electronically and in print format, for everyone who uses information.

The magazine’s core topics include information management, knowledge management, taxonomy, intellectual property (copyright, patents, trademarks, data protection, freedom of information), IT security, disaster recovery (information and data aspects), the internet, Web 2.0 and social media, libraries, information centres and museums.

Managing Information reflects the needs of information professionals across all sectors - corporate and commercial, public, academic/educational, and voluntary. The purpose of the magazine is to help readers enhance their own performance, and that of their organizations, providing news, comment and analysis, feature articles on best practice, and reviews.

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Contact [email protected] for login details.

www.managinginformation.com

1 From the editor’s desk

Special Briefing:4 Is your Exchange secure, responsive and constantly available? David Gibson

In Focus:8 I’m An Alien – An Illegal Alien Calum MacLeod10 Invensys on track with soft token remote access David van Rooyen

Finger on the Pulse:12 The 5 Golden Rules for success in Outsourcing Philip Lieberman

35 Information Technology as Context for Women’s Leadership

42 A ‘Highway Code’ for Privacy and Data Protection? Philip James

44 Securing the Mail Stream Richard Thompson

48 The Dow Chemical Company: Business Information Services Jacqueline Beattie, Amy Spiegel

Book Review:56 Educating Educators with Social Media

(Cutting-Edge Technologies in Higher Education Vol. 1) Higher Education Administration with Social Media

(Cutting-Edge Technologies in Higher Education Vol. 2) Reviewer: Sue Myburgh

62 IFLA World Library and Information Congress 2011 Preview

Research Reviews:

38 Issues in working virtually: Knowledge sharing, technologies and strategies for engagement

52 Barriers and opportunities: Ensuring the quality of data, information and knowledge

21st century libraries66 Thrift and resourcefulness in developing a digital library68 Leveraging IT assets in Kuwait’s university libraries69 Student perceptions of academic library staff in an Information Commons context70 What makes a public library branch manager exemplary?

Legislative Framework - Inclusion

46 Is there value in self-service? Kevin Carey

IntellectualProperty,RegulatoryFrameworkBriefingsandCompliance Updates

16 Privacy and Data Protection Update28 Freedom of Information Update33 Copyright Update

NewsAndBriefingRegulars

72 ASLIB Update

Contents(Red text indicates cover story)


Research Review:

21st century libraries

Thrift and resourcefulness in developing a digital libraryIntroductionAn obvious aspect of the 21st century library is digital technology. It is becoming increasingly important in the information services of developing countries, as well as in developed countries. What are the challenges that those implementing digital services face in doing so - management, infrastructure, staff, content - and is the effort worthwhile? A project carried out at Nnamdi Azikiwe University, Awka, in Nigeria, set out to provide some answers. The project set up the Professor Festus Aghagbo Nwako Digital Library, which is a vision of Professor Ilochi Okafor (Vice-Chancellor). The aim of creating a digital library was to take the University to a higher level of competitiveness.

The structure of the digital libraryThe digital library architecture and technology were the responsibility of

a consortium of ICT companies. The areas of responsibility included design and implementation of the network, the hardware and the software.

With regard to the network, this is managed by a CISCO 3600 router. This runs the network operating system which in turn is accessed by other routers. Each virtual hall has two subrack routers feeding 12 switches connected to the workstations. All this creates an Intranet which runs only within the digital library.

The hardware consists of a server, laptops (20 PC notebooks), 480 desktop computers, a multimedia projector, printers, copiers and scanners. Software consists of a network operating system, web server, relational databases, and web applications.

In terms of staff and the skills mix, it was decided that in order to ensure that the team had all the necessary skills to run the digital library, there was a need for both library professionals, and those with an expertise in technology.

ImplementationFunding for both materials and staff was restricted and this was an area of concern. For this reason, additional staffing requirements were not considered when the project was begun. The technology facilities were mostly unstaffed. The hope was that existing members of the team would be able to acquire new knowledge and deal with the challenges of the new digital library. IT support was provided through an arrangement with contractors and with the Management Information Communication Technology Unit of the University.

This modus operandi was found not to be efficient and effective, and it was decided that the existing staff of the library needed to acquire special skills in IT. Eventually a structure consisting of five major categories of staff was evolved:

• Professional librarians;

• Library assistants;


• Data processing staff;

• Technical staff;

• Others (porters, clerks and messengers).

The operations and services which the staff handle include:

• E-resource acquisition and processing;

• Automation;

• Digitization;

• E-services;

• Web development and management;

• Technical services;

• Administration.

Results, learning, future plansOverall, the outcome has been a good one. The structure, facilities and technology are robust. The functionality is adding value, especially to the academic community. However, notwithstanding the satisfaction with results so far the project leaders have identified areas for significant further work and development.

One of the challenges identified during the project is that a lack of necessary knowledge is a barrier to speedy and effective decision making and action. There are also issues of awareness, since it has been found that many university staff see the digital library as some sort of advanced Internet service and therefore have not responded to calls to contribute material for the development of the content.

It has also been found that bureaucracy has led to delays, especially in the area of the modification of the technology, acquiring facilities and recruitment.

So far it has not been possible to provide dedicated Internet access to take advantage of all the features of the digital library. It will be necessary to add Internet protocols to the server in order to allow global access to local contact.

The project leaders said they found awareness of the concept of the digital

library left much to be desired on the part of the contractors. Implementation was found to be inadequate and the necessary documentation was not part of the contractual agreement which has made it difficult to modify the technology when necessary.

One of the key challenges is that there is still no steady electricity supply to the digital library which impedes both operation and development. At the moment there is reliance on a standby generator in order to operate the service more than 75% of the time. This brings significant cost implications for the University.

It has been found that it is difficult to find staff with the right combination of library and information skills and also technological skills. There is a shortage of the necessary expertise and the university staff benefits package has been found not to be sufficiently attractive in this competitive area. It has been possible to put together a team of library staff that are interested in technology and mentoring is being used to help them acquire the necessary expertise, and thus keep the service running.

In terms of content from electronic databases, the University expected this to be handled by the contractor, although the contract did not actually specify this. So far additional budget for subscriptions to further electronic resources has not been secured.

A desirable development in the future is the integration of functions of the traditional library such as acquisitions, cataloguing, circulation etc with the digital libraries functions. This offers benefits and efficiencies.

A lack of a sustainability plan has been identified and this is seen as especially important - technology is highly dynamic and it can become obsolete very quickly. External funding is also seen as important in developing the service.

Overall though, the new digital library is seen as having a bright future delivering benefits such as reduced costs, time-savings and other efficiencies for the University.

CommentThis review is based on “Digital library development in a university: challenges and prospects”, by Chinwe Veronica Anunobi and Majesty Ignatius Ezeani. Even where resources are limited there are still significant benefits to be gained through developing a digital library. It offers the possibility of enhanced services, reduced costs and enables a university to position itself in a competitive environment. While the budget might not allow the immediate implementation of the full digital vision of a library’s leaders, progress can be made, significant learning can be gained, and the project can be refined and improved as resources permit. Care needs to be exercised when engaging external contractors and a skills audit needs to be undertaken so that a realistic strategy for acquiring the necessary skills can be drawn up and implemented.

ReferenceAnunobi, C.V. and Ezeani, M.I. (2011), “Digital library deployment in a university: challenges and prospects”, Library Hi Tech, Vol. 29 No. 2, pp. 373-386. ISSN: 0737-8831.

It has been possible to put together a team of library staff that are interested in technology and mentoring is being used to help them acquire the necessary expertise, and thus keep the service running.


IntroductionAcademic libraries are facing challenges on several fronts. There is a flood of information now being made available. Costs are rising. Competition is increasing - from large bookshops, online information sources, multimedia products, document delivery services - and there is a perception that this threatens the role of library and information services. How can technology help libraries address these challenges? A study of libraries in academic institutions in Kuwait aimed to find out.

Study aimsThe aims of the study were to:

• Find out about the library infrastructure and librarians;

• Gather information about the status of IT-based resources, facilities and services;

• Identify types of IT-based services deployed in the libraries surveyed;

• Look at the perceptions of the impact of IT on library functions among professionals and users.

Materials and formatsIn terms of materials, 36% of the libraries surveyed have a collection comprising between 10,001 and 20,000 books. Just slightly under 20% have less than 10,000 books, while a fraction under 15% have a collection that ranges somewhere between 20,001 and 30,000 books, with the category of between 40,001 and 50,000 books having about the same percentage. Just under 12% of the surveyed libraries boasted a collection of 50,001 books or more, with slightly under 3% having a collection in the range 30,001- 40,000 books.

The amount of electronic documents tended to be much smaller. Just under 67% of the libraries participating in the survey had less than 1,000 electronic documents in the collection. Just fewer than 21% had an electronic collection of

between 1,001 and 2,000 documents, with the ranges 2,001 to 3,000, and 3,001 to 4,000 each figuring in slightly less than 3% of those libraries surveyed. Just under 2% of libraries have a collection ranging from 4,001 to 5,000 documents while slightly under 5% have 5,000 electronic documents or more.

Software

So what Library Management Software are Kuwaiti libraries using? Of those participating in the survey 31% are using Symphony library management software, while just fewer than 20% use Easylib. Slightly under 8% use their own in-house Library Management System. Netlib accounts for about 5% of those surveyed as does Smart Campus. The number of libraries surveyed which use a total of 13 other library management systems accounted for less than 3% each for those systems.

Consortia

Just fewer than 86% of the libraries are members of consortia with Delnet being the most popular. The second most popular is Indest with just over 42%.

Services offered

College libraries are seen as being service agencies for the academic and research community. A variety of services are offered through both manual and computerized retrieval systems. Interestingly just under 74% of those surveyed offered a manual reference service, but the lending service was computerized in 86% of libraries.

The researchers see the significance of IT lying in its role as a “catalytic agent”. No area of activity among the libraries surveyed was unaffected by IT. The researchers found that a key role of IT is to help provide timely information and access to remote databases. Accessibility and usability are key issues.

Opinion of benefits and impact of IT among those surveyedThe researchers identified nine areas of potential benefit from application of IT and asked the respondents to rank them in order of impact. Of those who responded 86% saw the greatest impact as being improved accessibility of collections. The second greatest impact was seen as improving the speed of technical processing and making documents available to users more quickly. Other important benefits in order of ranking by respondents were:

• Improved resource sharing among libraries;

• Improving cooperation through participation and using national and international databases;

• Improved prestige and visibility of the library;

• Improved quality of existing services;

• Providing updated and comprehensive information to users;

• Reduction in the housekeeping burden;

• Reduction in the number of professional and non-professional staff required to run the service.

Recommendations arising from the researchIn order to maximize the effectiveness of technology-based resources, libraries need to reorganize physical space to facilitate access and increase use.

A need is identified in the research for library and information professionals in Kuwait to add to their portfolio of IT skills. An important role is to help users overcome their anxieties about using networked and digitized information, and thus the librarians need to enhance their own proficiency in these areas as well as developing their professional competencies. The growing prominence of technology means that

Leveraging IT assets in Kuwait’s university libraries


librarians will need to spend a lot more time on activities such as information counselling, training, and advising users about services and information products relevant to their own needs.

The researchers identify a need for innovative ways of thinking about the provision of services, collections and access to information, as well as the future role of the academic librarian. Those who are able to manage change stand the best chance of flourishing.

Comment

This review is based on “Analysis of information technology (IT) applications in academic libraries” by Veeramani Marimuthu and Vinayagamoorthy Paraman. The research provides interesting insights into the development of IT as applied in library contexts, resources available and the formats they are made available in, hardware, software, library management products and services provided. The assessment of the impact

of IT makes for useful reading, while the recommendations will be of interest to many librarians and information managers around the world who want to get the best from their IT investment.

ReferenceMarimuthu, V. and Paraman V. (2011), “Analysis of information technology (IT) applications in academic libraries in Kuwait”, Library Hi Tech News, Vol. 28 No. 2, pp. 9-14. ISSN: 0741-9058.

Student perceptions of academic library staff in an Information Commons contextIntroductionIt is something of a cliché to say the world is changing rapidly, not least due to advances in technology, but it is nevertheless a true statement. When the environment in which we operate is evolving apace, it is very important to keep track of what changes are taking place, and think carefully about how (and of course sometimes whether) we should respond to those changes.

Customer and client needs are a core area where change must be monitored, and where there must be meaningful response. In the academic sphere, how do students, a vital cohort of customers, perceive the service and the people who provide it? A piece of research undertaken by Rachel Bickley of the University of the West of England, Bristol and Sheila Corrall of the Information School at the University of Sheffield, aimed to investigate.

The changing academic landscapeIt is a widely acknowledged truth that academic libraries now operate in a very different environment from that which prevailed not so very long ago. In particular, whereas teaching and learning styles focused primarily on the classroom in the past, an evolution has taken place in

which there is much greater emphasis on collaborative learning - not least because technology has become available which supports this approach. This is not the only factor which has brought about change though, other drivers include a move towards more active student learning. Academic libraries must now provide facilities which are fit for purpose in the context of these new ways of learning.

There have been cultural changes too. Students now see themselves as customers who look for value for money given that they are, through student loans etc, in effect funding their own education.

All this has altered the pressures and expectations on library staff, with somewhat less demand for reference enquiries, but a greater demand in terms of enquiries about technology-related matters. A response in some universities and other learning institutions has been to merge the library with IT services. Even where this has not taken place however, there have been significant developments in the roles and skills bases of library staff.

Are these changes wise? Academic libraries need to monitor the effectiveness of changes and the extent to which customer needs are understood, and being met. Finding out what the student perceptions are of library staff is one way of assessing the degree to which needs

are being met. Setting the investigation in the context of the Information Commons at Sheffield University makes this piece of research stand out from previous work in this area.

Sheffield stakes a claim to be the only UK university to date to have adopted the Information Commons model for one of its learning spaces. Sheffield’s Information Commons is the largest of five library sites in the University. The others are organized along more traditional lines in accordance with the institution’s research ethos.

Visiting the Information CommonsOf the 250 respondents to the survey, all had visited the Information Commons in the past year, with more than 50% of them saying that they had visited at least weekly and 26.8% saying they had visited 2 or 3 times a week.

The most frequent reason for visiting the Information Commons was given as being to borrow or return materials, which accounted for 76.4% of respondents, but many said that they came to pursue individual work or study (65.2%). Group work or study accounted for 43.6%. Respondents were able to indicate more than one reason since many visits are multi-purpose.


Perceptions of staff titles and mannersIn response to a question as to whether or not those surveyed knew what type or types of staff they approached with questions, 26.8% did not know. Slightly more than 10% said that they approached a librarian.

In terms of staff manner and attitude the perceptions were good, with 67% of those who responded giving completely positive feedback. 14.4% of respondents found staff helpful. 18.9% of respondents found staff provide a high level of service. Positive adjectives used to describe staff were “helpful”, “friendly”. “approachable”, “polite” and “patient”. They were also seen as knowledgeable and well-informed.

There were a very small proportion of respondents who gave negative feedback, such as “unhelpful”, “dismissive”, “rude”, “unfriendly”, “abrupt”, “irritated” and “sarcastic”.

In terms of reasons for not seeking help, most respondents gave the reason as not needing to do so. A very small number gave reasons such as a poor relationship with staff or concerns about appearing foolish, or confusion about which enquiry desk they should go to.

Are the perceptions of staff in the other

University libraries any different? On the whole, the research found this not to be the case.

Perceptions about duties and qualificationsThere is some confusion about the duties carried out by academic librarians at different levels of seniority. For example 61.6% of those who responded believe that academic librarians shelve books and 57% believe they find books reserved by students whereas of course these tasks are normally undertaken by library assistants. On the other hand there is a widespread understanding that academic librarians purchase books. Furthermore, few of the respondents realized that librarians teach information and research skills (only 14.8%).

In comparing their results with previous studies, the researchers found that there is little significant difference between the findings of this study and others which have been made in the past, despite the considerable changes to the resources, facilities and activities of academic libraries in recent times.

The goal for Sheffield University Libraries now is to reach out physically and virtually to students, and have a permanent presence in the online classroom in the

same way that they do in the physical classroom. This is seen as leading to more frequent and productive engagement between academic librarians and students.

CommentThis review is based on “Student perceptions of staff in the Information Commons: a survey at the University of Sheffield.” As library and information services evolve, it is not only the changes to the physical space, content, and electronic services which need to be monitored. Customer perceptions of, and attitudes towards, the staff also need to be considered. This study provides interesting and useful insights into how library users perceive the staff, in the context of an Information Commons service compared to previous studies, and other more traditional service points within the University. The successful 21st century library service cannot exist on technology alone. High-quality dedicated staff continue to be a key element.

ReferenceBickley, R. and Corrall, S. (2011), “Student perceptions of staff in the Information Commons: a survey at the University of Sheffield”, Reference Services Review, Vol. 39 No. 2, pp. 223-243. ISSN: 0090-7324.

What makes a public library branch manager exemplary?IntroductionPublic libraries are under threat now in many countries. A study has been undertaken to investigate what factors prompt local politicians, library board members, library leaders and colleagues to view a public library branch manager as exemplary. Given the extent to which public libraries now really need to fight their corner to ensure adequate resources and indeed their very survival, this is a useful piece of research to examine.

So what qualities do people look for in and exemplary branch manager? Is it professional knowledge and ability? Or is there more to it than that?

The current climate

The current global economic conditions are placing tremendous pressure on public libraries. Those responsible for public funds are looking for ways to reduce spending and expecting a wide variety of

public services to make cuts in budgets. Meanwhile citizens expect improved customer service, as well as access to technology and resources around the clock. They do not as a rule go so far as to support increases in funding.

The study looked at public libraries in Canada. These institutions are well-respected well-used and well-supported in the land of the maple leaf. However continual change and the evolution of information provision brought about in


the Internet age has led to increased public expectations during a time of tightening budgets. This means that library managers need to really enhance their leadership and management skills and philosophies, as well as having a finely tuned understanding of how to provide really great customer service – but what skills and qualities are most important?

The focus of studyThe managers of 26 public libraries in the greater Vancouver area of British Columbia, Canada, were surveyed with a focus on professional, personal and demographic attributes and characteristics. The managers were all professional librarians. A second strand of the work was a survey of stakeholders. The stakeholders were the public library CEO/directors, immediate supervisors, board members (in one case elected council members) and peers.

When the survey was sent out to library managers it sought to identify key characteristics including demographics, professional preparation, career experience, professional associations, work activities, work priorities, roles and responsibilities, and the perceived roles of their libraries. The stakeholders were surveyed during telephone interviews.

Findings – what makes an exemplary library manager?The study set out to create a detailed profile of what makes an exemplary library manager. The intention was to fill a gap in professional and research literature which was perceived as concentrating on library management or the more general management/leadership characteristics. It was intended to achieve the objectives of the research by identifying perceived differences between an ordinary and an extraordinary library manager. It was envisaged that professional development and postgraduate educational programmes could be enhanced to ensure the long-term survival of good quality public library services.

The collective opinion was that an exemplary library branch manager is

a “seasoned, flexible individual with outstanding management skills and high emotional intelligence, characterized by empathy, the ability to control feelings and handle stress, and optimism.” Other skills identified as contributing excellence included the ability to empower and motivate others, promote harmonious relations and afford sensitivity in dealings with management, staff and the public.

The responses were analyzed according to the category of the stakeholder. Supervisors, directors and board members looked for someone who is responsive to community and staff and with the ability to energize and bring people along. Supervisors and directors highlighted the need to manage organizational change whereas board members prioritized public relations skills. Branch managers looked for the qualities of a responsive coach and team builder, with well developed knowledge and understanding of the community and customer needs.

Important competenciesOver half of the stakeholder group mentioned the following as important competencies:

• Supervising, directing, coordinating, disciplining, mentoring and delegation.

• Supportive and inclusive approach.

• Strong interpersonal skills, the ability to deal sensitively with people and to create harmonious relationships at a variety of levels.

• Flexibility, adaptability, open-mindedness, approachability, open to change and ideas rather than being rule-bound.

Other qualities identified as important were leadership, the ability to reflect community needs and interests, strong general job knowledge and excellent communication skills. It was found that exemplary branch managers would belong to both provincial and national professional associations, have a wider circle of friends and have a strong perception of the value of coaching, leadership, staff development and continuing education courses.

One of the key findings was that

exemplary managers engage more with their staff and the community. They prefer external engagement and develop relationships with community groups.

Training and development implicationsAlthough it was a relatively small study, it was found that there were common perceptions of what makes an excellent library manager which were widely held amongst those surveyed. The researchers believe that some of the qualities identified can be taught and developed in graduate education programmes, while others are more suited to acquisition through continuing professional development. Certainly, this research is useful to help draw up training and professional development programmes at both organizational and indiviual level.

Perhaps one of the more surprising recommendations is that employers should introduce courses which specifically teach extroversion, since this is one of the perceived attributes of an exemplary library manager.

CommentThis review is based on “Exemplary public library branch managers: their characteristics and effectiveness” by Ken Haycock. Gathering and analyzing stakeholder perceptions of the qualities that are needed in order to be an exemplary library manager are useful to those who run library services, those who are responsible for professional education and development, and to library managers and those who aspire to such positions. The research can be used to improve the curriculum of the graduate school, for recruitment, career planning and also training and development - to enhance the effectiveness of library branch managers and to improve the quality of services.

ReferenceHaycock, K. (2011), “Exemplary public library branch managers: their characteristics and effectiveness”, Library Management, Vol. 32 No: 4/5, pp. 266-278. ISSN: 0143-5124.

Leveraging IT Assets

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Transcript of Leveraging IT Assets