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6023 results in Facet Publishing

Page 167 of 302

  • 9 - Green information services: a conceptual model

  • G. G. Chowdhury
  • Book:
    Sustainability of Scholarly Information
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    30 April 2015, pp 157-174

  • Summary

    Introduction

    Earlier in this book there was a discussion about how the nature of information services has changed over the past few decades with the emergence of new ICTs, and their adaptation in different information services. Internet, web and mobile technologies have become major drivers behind the creation of a new era of digital information systems and services. These new technologies have significantly changed the ways in which we create, distribute, seek, access, use, share and recreate information.

    The unprecedented growth in the volume and variety of digital information has significantly increased the demand for ICT and networking facilities, and the increasing use of ICT in the creation, management and use of information has significant economic and environmental implications. Individuals, institutions, governments, businesses, and so on, are making increasing use of ICT, which requires more economic resources for acquiring, managing and upgrading technologies because of the relatively short lifespan of computer and communications equipment. This makes the task of planning, managing and implementing projects that require substantial use of ICT more and more difficult. Increased use of ICT also makes more demands on energy consumption, which has adverse environmental impacts.

    Globally ICTs contribute about 2% of current GHG emissions, and this figure will increase rapidly over coming years (Chapter 4; Climate Group, 2008). However, it was noted in Chapter 4 that the Climate Group has estimated that improved and appropriate use of ICT can reduce ‘annual man-made global emissions by 15% by 2020 and deliver energy efficiency savings to global businesses of over EUR 500 billion’ (Climate Group, 2008). This may be achieved by using green IT and cloud computing technologies that facilitate shared use of computing and networking resources, thereby avoiding wastage of computing resources and the corresponding energy consumption, while at the same time providing round the clock access to resources – content, hardware, software, networking, and so on – by using advanced technological facilities for scheduling and optimization, and instant scaling up or scaling down as and when required. This chapter discusses the basics of cloud computing technologies and shows how they can be used to build environment-friendly green information services. Design issues of a green information service are addressed in this chapter in the context of higher education and research as proposed by Chowdhury (2012a).

  • 18 - The Villa of Oplontis: a ‘born-digital’ project

  • Edited by Janet Delve, David Anderson
  • Book:
    Preserving Complex Digital Objects
    Published by:
    Facet
    Published online:
    13 September 2022
    Print publication:
    30 April 2015, pp 259-272

  • Summary

    Introduction

    In 2005, the Centre for the Study of Ancient Italy at the University of Texas entered into a collaboration with the Archaeological Superintendency of Pompeii, a branch of the Italian Ministry of Culture, to study and publish one of the largest ancient Roman luxury villas buried by the eruption of Vesuvius on 24 August AD 79. Known officially as Villa A at Torre Annunziata – the modern town built on top of the ancient town of Oplontis – the Villa of Oplontis lies under 8.5 metres of volcanic material, and is about three miles north of Pompeii. Its importance rests on three facts: it is enormous, with 99 excavated spaces; its decoration is exquisite; and it may have belonged to Nero's unfortunate second wife, Poppaea Sabina.

    Advantages of the e-book

    To develop a research strategy, I assembled a small group of experts, including an architect, a photographer, an art historian and an archaeologist. Our questions included: How did the current reconstruction of the Villa come about? What can archives and excavated artefacts tell us about the Villa? What lies beneath it? What are the meanings of its vast and complex decorative apparatus? How did its residents, including the masters, guests, and slaves, use the Villa? To answer these questions we established the Oplontis Project team, and embarked on a six-year campaign of research and excavation (Oplontis Project website).

    Since the principal goal of the Oplontis Project is the definitive publication of Villa A, the question was how to publish. Over the past 30 years, two acclaimed print series had set the standard: the German series, Häuser in Pompeji, or Houses in Pompeii, and the four-volume publication The Insula of the Menander at Pompeii edited by Roger Ling. Both of these print series aim to document the houses in question to the fullest possible extent: architecture and construction techniques, decorations – including pavements and wall and ceiling paintings – statuary, small finds, and much more.

    Presentation of such complex materials is a problem. Even in the folio format used by the Häuser im Pompeji volumes, illustrations often represent a large wall painting inadequately (Strocka, 1991). To create the drawings that illustrate all the walls of the house, whether decorated or not, draftspersons actually traced the walls on huge sheets of mylar. They then redrew them, using various graphic devices to make them legible. Despite the great pains taken, these drawings remain schematic.

  • CILIP's vision and mission

  • Kathryn Beecroft, Simon Edwards
  • Book:
    CILIP: the Chartered Institute of Library and Information Professionals Yearbook 2014-15
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    28 February 2015, pp vi-vi

  • Summary

    Vision

    A fair and economically prosperous society is underpinned by literacy, access to information and the transfer of knowledge.

    Mission

    CILIP exists to:

  • • Promote and support the people who work to deliver this vision

  • • Be the leading voice for information, library and knowledge practitioners, working to advocate strongly, provide unity through shared values and develop skills and excellence

    • CILIP is a professional body, a chartered institute, charity and membership body. We are committed to delivering public good to society through the work of our members. Our members deliver the highest standards of professional practice, demonstrated through their commitment to continuing professional development, professional registration and revalidation.

    We aim to be the voice of the profession in a changing society, where information and knowledge are currency and commodity, and where the ability to be information and digitally literate makes the difference to success and prosperity. Access to information is a right for all citizens as is their right to freedom of expression.

    Our members work in all sectors of society, underpinning further and higher education, supporting local communities, ensuring effective knowledge dissemination in business and government, building literacies in schools and supporting health practitioners and patients to make informed choices.

  • CILIP equal opportunities and diversity statement

  • Kathryn Beecroft, Simon Edwards
  • Book:
    CILIP: the Chartered Institute of Library and Information Professionals Yearbook 2014-15
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    28 February 2015, pp viii-viii

  • Summary

    Our vision is an informed society in which everyone has ready access to the knowledge, information and works of imagination appropriate to their needs, wants and aspirations. This is the distinctive contribution of library and information professionals to developing a society where:

  • • All groups are empowered;

  • • Attitudes and prejudices that hinder the progress of individuals and groups are confronted and tackled;

  • • Cultural, racial, and societal diversity is respected and celebrated;

  • • Individuals and communities live together in mutual respect and tolerance;

  • • Discrimination is challenged and tackled robustly.

    • In affirming this vision CILIP will seek:

  • • To achieve recognisable excellence as an organisation that values and puts into practice equal opportunities and diversity

  • • To work towards establishing an LIS workforce that is representative of the diversity within UK society

  • • To facilitate an awareness and appreciation of the value and importance of diversity and equal opportunities to LIS work amongst our members and staff

  • • To collaborate with other interested parties in the encouragement and mainstreaming of best practice in service delivery so that the values of diversity and equal opportunities are embodied in the services provided by our members

  • • To tackle prejudice wherever it is found in the LIS domain.

  • Strategic plan

  • Kathryn Beecroft, Simon Edwards
  • Book:
    CILIP: the Chartered Institute of Library and Information Professionals Yearbook 2014-15
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    28 February 2015, pp vii-vii

  • Summary

    CILIP are currently developing a new Str ategic Plan for 2016-2020. The 2015 business plan will use the four strategic goals currently identified for the new Strategic Plan:

  • • Build membership: through the best possible offers: recognised as the lead membership body for librarians, information and knowledge workers

  • • Inspire our members to develop their skills and professionalism: recognised as providing the best possible professional development and member networks that meet our members’ needs and deliver high value for members

  • • Build value with employers: recognised as promoting excellence in the workforce and responding to employers’ needs for skilled and value-driven employees with high ethical standards

  • • Build influence through research and evidence-based advocacy and campaigning: recognised as the strong clear voice of the profession as contributors to society and promoters of change for the good of the informed citizen.

  • 10 - Training end-users in the workplace

  • Edited by Katharine Schopflin
  • Book:
    A Handbook for Corporate Information Professionals
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    01 December 2014, pp 159-178

  • Summary

    Introduction

    This chapter considers the role of the information professional in training end-users in the use of library resources. Although not traditionally considered one of the core elements of an information professional's role, in the same way that answering research queries or cataloguing might be, it is an increasingly important aspect of the services offered by corporate libraries. Although the nature of the clientele and resources used may vary from organization to organization, not to mention the logistics used, it is clear that information professionals across the corporate sector are carrying out some form of training. A 2012/13 survey by the British and Irish Association of Law Librarians (BIALL, 2013) recorded that 68% of full-time respondents said user education on electronic resources was a duty forming a significant part of their role. In a recent informal survey of media librarians conducted by one of the authors as part of her chartership portfolio, 66% of respondents said they conducted at -desk training, 59% attended inductions for new employees and 41% organized group training sessions for their users. The authors bring their experience of running training and user-education sessions for very different types of organization to show why information professionals are carrying out this work, and how it can be done most effectively.

    Information literacy in the workplace

    People trained in the application of information resources to their work can be called information literates. They have learned techniques and skills for utilizing the wide range of information tools as well as primary sources in molding information solutions to their problems.

    Zurkowski, 1974

    Many of the theories about training users to carry out research using information products stem from work around the concept of ‘Information literacy’. Paul Zurkowski, then president of the Information Industry Association, coined the phrase in a paper to the National Commission on Libraries and Information Science in 1974, arguing for a national strategy in the USA to enable the entire population to become information literate within a decade. Zurkowski wrote at a time when computers and online library systems were coming into common use, but before the advent of the world wide web and advances in mobile technology that we enjoy now. If information overload (what Zurkowski termed an ‘overabundance of information’) was a problem then, the situation we face is far more serious 40 years later.

  • 4 - The hybrid librarian–IT expert

  • Edited by Katharine Schopflin
  • Book:
    A Handbook for Corporate Information Professionals
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    01 December 2014, pp 45-56

  • Summary

    Introduction

    Information technology (IT) is no longer the exclusive domain of engineers operating out of basement server rooms. It is part of every worker's daily life and the invisible platform on which they perform. Although the role of the systems librarian emerged when librarians first moved from card catalogues to online public access catalogues (OPACs) there has traditionally been a firm division between the library or information service and the IT department. The one provides information, the other behind-the-scenes back-up and development. Yet, as the name might suggest, the information relies on the technology and, as far as the end-user is concerned, they provide the same product or service. There is every advantage in having a good relationship between an information service and an IT department to make sure that the two work together seamlessly. A more recent development is the information professional with strong IT skills who takes on a hybrid role, whether formally, as part of their job description, or simply as a practical means of delivering information services. The authors of this chapter both define themselves as information professionals, but have used their technical skills to inhabit or create hybrid IT roles combining elements of ‘info pro’ and ‘IT pro’. They draw on their experience and that of an increasing network of similar hybrids to share the advantages and possible approaches to working with technology as an information professional.

    The rise of the cyborgs

    ‘Technology is everywhere.’ How often have you heard this phrase, which evokes such an immediate affirmation from those with whom you communicate? We are surrounded by technology and we want to take it with us everywhere, with increasing use of mobile devices and wearable computing contributing to this trend. The ultimate purpose of all of that technology, especially mobile technology, is to bring information and knowledge to users on demand.

    More informally, increasing numbers of information professionals are people whose lives are integrated with and supplemented by the technologies they use every day. The growth in the adoption of ever-present devices like smart phones and tablets, and the development of fully ubiquitous computing, sometimes called ‘everyware’ (Greenfield, 2006) like Apple’s iWatch or augmented reality products like Google Glass, will lead to further technological and informational integration.

  • 1 - The history and profile of the corporate information service

  • Edited by Katharine Schopflin
  • Book:
    A Handbook for Corporate Information Professionals
    Published by:
    Facet
    Published online:
    10 September 2022
    Print publication:
    01 December 2014, pp 1-12

  • Summary

    Introduction

    In 1909, a number of librarians attending the American Libraries Association conference in Bretton Woods, New Hampshire, voted to form a group dedicated to professionals working in business, industry and government. Under the aegis of its first president, John Cotton Dana, the newly formed Special Libraries Association's aims were to promote the work of members and share information and resources. The Association's founding marked the formal recognition that among professional custodians of written materials, those who served the workplace, rather than students or the general public, had specific needs and skills. Over the next century (and more), the corporate information service has evolved in line with changes in the workplace; it has often been at the sharp end of change, and its staff the first to experience the effects of political and economic developments in the wider world.

    In this book, the corporate information service is defined as a unit within a corporate body providing the information that staff need to carry out the work of the organization. Such service's main purpose is not the collection or dissemination of information or published works for their own sake, but they require such information in order to fulfil their objectives as well as possible. Collections in public, national and academic libraries are often used by these corporate bodies, particularly when they concern law or business, but this book is interested in and aimed at information professionals who work inside organizations. These include law firms, consultancies, other commercial entities such as banks and insurance firms, businesses engaged in retail and manufacture, professional trade bodies (which might, in some cases, be morelike the academic sector) and non-governmental organizations. The government sector also operates very much like the corporate sector. Some corporate sector organizations, such as the BBC, might in fact be publicly funded. The key is that their central mission is an activity other than information collection and dissemination.

    Corporate information services naturally reflect their parent organizations and are therefore various and heterodox. Yet across all organizations, they face a similar challenge: how does an information service prove its worth when the main function of its organization is not officially information provision or learning? As their work, however valued, will always be an adjunct for the business, rather than a profit centre, the role of the information professional in such a context is particularly interesting.

Page 167 of 302