Group items tagged

Supplied (on-site device distribution) or privately owned

Native apps

Mobile websites

In terms of content this includes:

Applications (software designed for specific tasks

Podcasts (audio and video content

Other downloadable content (e.g. PDFs and ebook

the Library may look to harness the potential of these technologies to break away from the traditional broadcast-only website presence and move towards two-way conversations between the Library and its users, or conversations between the users themselves

the key objectives stated in the Information Technology Strategic Plan 2012-2015 include Online Presence and supporting “the needs of our users for easy discovery of, access to, and engagement with our services, collections and other information resources in the digital environment”

ensure equal access to our resources and services for all Australians.

facilitate equal access to Library resources for everyone.

Putting Library resources into the hands of users in their lounge rooms reflects a deeper understanding of the need to move beyond the desire to follow our users and instead reach out to them to “take them some place new

mobile will only continue to grow and overtake desktop internet usage within 2-3 years

building both infrastructure and a culture of engagement will pave the way to more efficiently and effectively meeting that need in the future

4         Strategic goals

Improve access to our collection and services for audiences, wherever they are, whether on-site or anywhere else in the world.

Equip staff to champion and drive the development of mobile services to improve access and productivity.

Adopt an evidence-based approach to service development and delivery

Modernise the Library brand to reflect relevance, accessibility and innovation.

Create opportunities for learning

Facilitate connections, conversation and overall engagement with national collection material.

Establish and expand the infrastructure and back-end systems required to support mobile initiatives, products and services.

Build, consolidate and share expertise

Adopt standards and best practices for interoperable mobile content and cross-platform data management.

A focus on strategic, audience-driven activity with a utility function.

Seek out and engage new technologies to achieve marketing and communications goals.

6         Recommended activities

activities provide a means to implement and ground the strategy with specific and measurable tasks

6.1      Governance and infrastructure

The Library’s IT Strategy Group will determine priorities

formalising the Web Committee’s role as an advisory body

Include requisite support for mobile content collection, preservation and access in the Digital Library Infrastructure Replacement Project (DLIR

Information Technology Division to examine ongoing resourcing of development work, administrative models, and potential for partial cost-recovery

Adopt emerging Commonwealth requirements and advice pertaining to managing devices and content

Develop and review policy in support of the use of both enterprise devices and use of personal devices for work-related purposes. Identify

Investigate infrastructure and resourcing requirements for digital recording and distribution

Collections Management Division to keep a watching brief on any developments pertaining to the extension of Legal Deposit to include digital (and mobile) content

developing a statement of collecting intentions for the various categories of ebook titles within the context of revising the collecting policy for Australian electronic publications in general

Applications

Podcasts (audio and video content

Other downloadable content (e.g. PDFs and ebooks

3         Our mobile vision

Improve access to our collection and services for audiences, wherever they are, whether on-site or anywhere else in the world.

4         Strategic goals

3         Our mobile vision

4         Strategic goals

3         Our mobile vision

Improve access to our collection and services for audiences, wherever they are, whether on-site or anywhere else in the world.

4         Strategic goals

Adopt an evidence-based approach to service development and delivery

Equip staff to champion and drive the development of mobile services to improve access and productivity.

Modernise the Library brand to reflect relevance, accessibility and innovation.

Adopt an evidence-based approach to service development and delivery

Equip staff to champion and drive the development of mobile services to improve access and productivity.

Create opportunities for learning

Facilitate connections, conversation and overall engagement with national collection material.

Establish and expand the infrastructure and back-end systems required to support mobile initiatives, products and services.

Tactics

Equip staff to champion and drive the development of mobile services to improve access and productivity.

Adopt an evidence-based approach to service development and delivery

Modernise the Library brand to reflect relevance, accessibility and innovation.

Create opportunities for learning

Facilitate connections, conversation and overall engagement with national collection material.

Tactics

Tactics

Establish and expand the infrastructure and back-end systems required to support mobile initiatives, products and services.

Build, consolidate and share expertise

Tactics

Establish and expand the infrastructure and back-end systems required to support mobile initiatives, products and services.

Build, consolidate and share expertise

Adopt standards and best practices for interoperable mobile content and cross-platform data management.

Build, consolidate and share expertise

Adopt standards and best practices for interoperable mobile content and cross-platform data management.

A focus on strategic, audience-driven activity with a utility function.

Adopt standards and best practices for interoperable mobile content and cross-platform data management.

A focus on strategic, audience-driven activity with a utility function.

Seek out and engage new technologies to achieve marketing and communications goals.

Seek out and engage new technologies to achieve marketing and communications goals.

Recommended

6.1      Governance and infrastructure

Library’s IT Strategy Group will determine priorities

formalising the Web Committee

Information Technology Division to examine ongoing resourcing

formalising the Web Committee

Include requisite support for mobile content collection, preservation and access in the Digital Library Infrastructure Replacement Project (DLIR

Include requisite support for mobile content collection, preservation and access in the Digital Library Infrastructure Replacement Project (DLIR

formalising the Web Committee

Develop and review policy in support of the use of both enterprise devices and use of personal devices for work-related purposes

Investigate infrastructure and resourcing requirements for digital recording and distribution to ensure the long-term sustainability of online broadcast activity

Adopt emerging Commonwealth requirements and advice pertaining to managing devices and content

formalising the Web Committee

Information Technology Division to examine ongoing resourcing

Include requisite support for mobile content collection, preservation and access in the Digital Library Infrastructure Replacement Project (DLIR

Adopt emerging Commonwealth requirements and advice pertaining to managing devices and content

Collections Management Division to keep a watching brief on any developments pertaining to the extension of Legal Deposit to include digital (and mobile) conten

developing a statement of collecting intentions for the various categories of ebook titles within the context of revising the collecting policy for Australian electronic publications

Adopt emerging Commonwealth requirements and advice pertaining to managing devices and content

Develop and review policy in support of the use of both enterprise devices and use of personal devices for work-related purposes

The Memory Maker provides a taste of what is possible when collecting institutions modernise their practices for keeping and managing copyright information, using Creative Commons licenses or ‘no known copyright’ statements.

Learning about ‘hyperlinks’ today, these young New Zealanders will be the developers and creators of tomorrow.

The full set of contributions is accessible through a Coming Home search tool, occasionally on a google-like hosted search page (Figure 5), but more often through a search widget embedded on many New Zealand Web sites (Figure 6).

Digital New Zealand is developing and testing solutions that showcase what’s possible when we really focus on improving access to and discovery of New Zealand content.

Technically, the Digital New Zealand system is in three parts: a backend, a metadata store, and a front end.

The coolest thing to be done with your data will be thought of by someone else

“an API is basically a way to give developers permission to hack into your database”.

‘Academic Search Engine Optimization’ (ASEO)

Citation counts are commonly used to evaluate the impact and performance of researchers and their articles.

Nowadays, citation counts from Web-based academic search engines are also used for impact evaluations.

Most academic search engines offer features such as showing articles cited by an article, or showing related articles to a given article. Citation spam could bring more articles from manipulating researchers onto more of these lists.

It is apparent that a citation from a PowerPoint presentation or thesis proposal has less value than a citation in a peer reviewed academic article. However, Google does not distinguish on its website between these different origins of citations[8].

Google Scholar indexes Wikipedia articles when the article is available as PDF on a third party website.

That means, again, that not all citations on Google Scholar are what we call ‘full-value’ citations.

As long as Google Scholar applies only very rudimentary or no mechanisms to detect and prevent spam, citation counts should be used with care to evaluate articles’ and researchers’ impact.

However, Google Scholar is a Web-based academic search engine and as with all Web-based search engines, the linked content should not be trusted blindly.

As individuals and members of organizations, we’re already choosing between desktop applications and cloud applications when it comes to e-mail, RSS, file storage, word processing and other simple applications. Sooner or later we’ll have to make this choice for mission-critical enterprise applications too

Libraries may soon be building and managing their own data centers.

For more practical, technical explanations of cloud computing, check out the Wikipedia article the Anatomy of Cloud Computing the MIT Technology Review Briefing on Cloud Computing.

For a discussion of problems and concerns about the digital cloud, read: How Secure is Cloud Computing? Security in the Ether Industry Challenges: The Standards Question

A cloud can be private or public:

As with any business related activity there are both risks and opportunities associated with using cloud computing services.

potentially a number of business and information risks associated with using cloud computing services.

noted that even if the cloud computing environment is managed wholly within NSW an appropriate risk assessment of the service and the provider should occur.

level of risk that an organisation attributes to a proposed cloud computing arrangement will vary according to the content or subject matter of their records

The content of the contract in these types of service arrangements is very important.

What are others saying? Australia Australasian Digital Recordkeeping Initiative (ADRI), Advice on managing the recordkeeping risks associated with cloud computing, July 2010, available at http://www.adri.gov.au Defence Signals Directorate (Commonwealth), Cloud computing security considerations, April 2011, available at http://www.dsd.gov.au/infosec/cloudsecurity.htm Department of Finance and Deregulation (Commonwealth), Cloud computing strategic direction paper: opportunities and applicability for use by the Australian Government, April 2011, available at http://www.finance.gov.au/e-government/strategy-and-governance/docs/final_cloud_computing_strategy_version_1.pdf

International Archives and Records Association UK and Ireland, Cloud computing toolkit: guidance for outsourcing information storage to the cloud, August 2010, available at http://www.archives.org.uk/images/documents/Cloud_Computing_Toolkit-2.pdf – this guidance contains a comprehensive overview of the range of cloud computing services available and the recordkeeping considerations that apply to each CIO Council and Chief Acquisition Officers Council (USA), Creating effective cloud computing contracts for the Federal Government: best practices for acquiring IT as a service, February 2012, available at http://www.cio.gov/cloudbestpractices.pdf – this is a comprehensive and useful document for those seeking to procure cloud computing services

more and more data are seeping out of companies, even of the sort that should be well protected.

To be able to work better with data, employees often transfer them into spreadsheets and other types of files that are easier to manipulate—but also easier to lose control of.

Although most leaks are not deliberate, many are.

“data loss prevention” (DLP).

software that sits at the edge of a firm's network and inspects the outgoing data traffic.

“bells in the dark”. False records—made-up pieces of e-mail, say—are spread around the network. Because they are false, no one should gain access to them. If somebody does, an alarm is triggered

In the corporate world, to limit the channels through which data can escape, some companies do not allow employees to bring their own gear to work or to use memory sticks or certain online services.

How then to strike the right balance between secrecy and transparency?

Intel, the world's largest chipmaker, issues “speeding tickets” to employees who break its rules.

Transparency is not just a natural inclination but a necessity, says Mitchell Baker, who chairs the foundation. If Mozilla kept its cards close to the chest, its global community of developers would not and could not help write the program. So it keeps secrets to a minimum: employees' personal information, data that business partners do not want made public and security issues in its software.

If the person does not confess or does not even show up, the only evidence the agency can present before the judge is a series of numbers - a particular computer's IP address