Koha is a free, open–source, library specific system which was first used in 2000. It is modular and constantly evolving as users further develop its capabilities. The cataloguing module is suitable for both original and copy cataloguing and can be tailored for special libraries, both digital and physical. The circulation module includes an offline facility and the acquisitions module is advertised as simple yet comprehensive and incorporates RSS feeds alerting the librarian to new products. There are modules for serials, reserves, patron management and branch relationships, together with tracking logs. It is all based on a dual-database combining both text and RDBMS. The use of library standards and protocols including MARC and Z39.50 provide interoperability. The OPAC, circulation, management and self-check components are all platform-independent Web-based interfaces and all can be updated simultaneously. The system can be self-supported or pay-for-service with online documentation, and advice available via e-mail, wiki and chat. There are plugins, template sets, browser plugins, migration tools and command line utilities freely available. Search customization parameters enable simple, clear, federated searching. Overdues and other notices are transmitted by e-mail or text and there is an inbuilt print facility for barcodes.
Vubis Smart is a proprietary, generic system first developed by Geac (now Extensity) 30 years ago. Like Koha, it offers a Web-based OPAC but with flexible meta-data and a list of library protocols and standards, including MARC and Z39.50. There are integrated modules (incorporating large-volume database capacity), for acquisitions, cataloguing, circulation and serials, in common with Koha. Vubis Smart clients pay for deluxe versions of these features and receive bonus education and support services, project management, ‘thin client’ access and automatic updates. There is also a flexible reporting module. The portal/gateway allows multiple collections to be searched simultaneously or individually, with the single interface’s parameters being totally configurable and user-friendly. Authority control is also customisable. Authentication can open seamless access to the “deep” Web and searching is enhanced by a combination of smart data enrichment, fuzzy logic and statistical analysis. As for Koha, customer support is provided through telephone, e-mail, fax and a support website, but self-support is not mentioned. The support website provides product knowledge, downloadable documentation, user-group notes, reporting and tracking of problems, as well as access to technicians who fix the problems via the internet.
There are also extras which can be purchased including a 24/7 voice notification service, a catalogue enrichment service, a print cost management facility, a PC Reservation and internet usage monitoring system, a dynamic federated search interface using data associations and search history analysis, an electronic resources management system and an open URL resolver.
References:
The Koha Team and Katipo Communications Ltd. (2005). Koha - Open Source ILS - Integrated Library System. The Koha Development Team & Katipo Communications Ltd. Viewed September 11, 2007 from: http://www.koha.org/
Extensity. (2006). Vubis Smart - a new approach - Geac Library and information management software solutions . Viewed September 11, 2007 from: http://www.library.geac.com/page/vubiseng_LIB.html
Friday, September 14, 2007
Monday, September 10, 2007
ACT public library online information services
Some of the benefits of online service delivery
Electronic service delivery at ACT public library allows customers to do anything online that can be done in a library branch, except borrow a physical item! The manager, Margaret Hyland, declares that the library management system has enabled the online catalogue to be integrated with the web, e-mail notifications are becoming the standard, and remote patrons can use secure access to online databases. Ms Hyland says that customers can choose to access their services either physically in a branch, through the call centre or online. As well as searching the catalogue and using online learning resources, information can be obtained about library locations, services and programs, about becoming a member, managing personal details, renewing loans, requesting items and interlibrary loans.
These services support the ACT government’s strategic plan for building social inclusiveness and equity. The lifelong learning aspect of the plan is supported by the provison of a learning pathway within the Library’s website as well as Live Homework Help, an online real-time tutoring service. Another goal within the Territories’ long-term plan is to provide digital literacy training to help reduce the digital divide sometimes experienced by people with disabilities and those of multicultural and indigenous origins.
Customers are already receiving library overdue and holding notices by e-mail but their requests for notification in advance (combined with developments in information and communication technology) are driving the plans for enhanced services. PC upgrades, together with in-branch wireless connection for laptops, will enable downloads and uploads to portable storage devices and plans are underway for meeting the needs of MP3 users, especially in relation to e-book usage.
Customers are using the online service to request materials to be delivered to the branch of their choice. They can also track the status of their requests. This transparency of circulation procedures, an easier purchase suggestions procedure and the powerful search facility have increased usage of these services. Staff are finding it necessary to tidy up inconsistencies and barriers to access within the database and online catalogue to make them more accessible and efficient for the customers.
Library management are having to use outsourcing and consortia arrangements to free staff to develop and maintain the online services. The online library system has streamlined the maintenance of the catalogue and circulation services and there has been some shift from in-person service to telephone and online usage but overall the number of cutomers visiting the Library is steadily increasing. Keeping the balance between a current physical collection and the provision of appropriate online resources is providing some challenges but is deemed to be worth the effort in order to provide all these benefits for the user community.
Reference:
Hyland, M. (2006). “ACT public library online information services”. inCite, 27(3), Feature. Available at: http://alia.org.au/publishing/incite/2006/03/print.html?ID=25.
Electronic service delivery at ACT public library allows customers to do anything online that can be done in a library branch, except borrow a physical item! The manager, Margaret Hyland, declares that the library management system has enabled the online catalogue to be integrated with the web, e-mail notifications are becoming the standard, and remote patrons can use secure access to online databases. Ms Hyland says that customers can choose to access their services either physically in a branch, through the call centre or online. As well as searching the catalogue and using online learning resources, information can be obtained about library locations, services and programs, about becoming a member, managing personal details, renewing loans, requesting items and interlibrary loans.
These services support the ACT government’s strategic plan for building social inclusiveness and equity. The lifelong learning aspect of the plan is supported by the provison of a learning pathway within the Library’s website as well as Live Homework Help, an online real-time tutoring service. Another goal within the Territories’ long-term plan is to provide digital literacy training to help reduce the digital divide sometimes experienced by people with disabilities and those of multicultural and indigenous origins.
Customers are already receiving library overdue and holding notices by e-mail but their requests for notification in advance (combined with developments in information and communication technology) are driving the plans for enhanced services. PC upgrades, together with in-branch wireless connection for laptops, will enable downloads and uploads to portable storage devices and plans are underway for meeting the needs of MP3 users, especially in relation to e-book usage.
Customers are using the online service to request materials to be delivered to the branch of their choice. They can also track the status of their requests. This transparency of circulation procedures, an easier purchase suggestions procedure and the powerful search facility have increased usage of these services. Staff are finding it necessary to tidy up inconsistencies and barriers to access within the database and online catalogue to make them more accessible and efficient for the customers.
Library management are having to use outsourcing and consortia arrangements to free staff to develop and maintain the online services. The online library system has streamlined the maintenance of the catalogue and circulation services and there has been some shift from in-person service to telephone and online usage but overall the number of cutomers visiting the Library is steadily increasing. Keeping the balance between a current physical collection and the provision of appropriate online resources is providing some challenges but is deemed to be worth the effort in order to provide all these benefits for the user community.
Reference:
Hyland, M. (2006). “ACT public library online information services”. inCite, 27(3), Feature. Available at: http://alia.org.au/publishing/incite/2006/03/print.html?ID=25.
Monday, September 3, 2007
Intranets and knowledge sharing
What is meant by a community of practice?
At the 2004 KM Challenge conference knowledge management consultant James Robertson contended that the organisational intranet “can become a dynamic and living environment for knowledge based activities”. He suggested five methods of achieving this and gave a brief overview of each.
The first, developed by Etienne Wenger, and of major interest to the knowledge management community, is the ‘communities of practice’ approach. This is the increasingly popular, informal knowledge-sharing between peers and small groups who can use their organisation’s intranet to build a ‘home page’, establish the group identity and advertise its existence. This provides a collaborative meeting place for members from different physical environments (offices, cities or states) to use for interaction and also offers a way for their intellectual product to be shared with the overall organisation. The group is responsible for capturing, sharing, storing, organising and generally looking after the ‘knowledge’ within their group. They might use content management systems, collaborative environments, wikis or specialised community of practice tools, together with the supporting intranet, to preserve their collective knowledge for the future.
How can an intranet support the activity of a community of practice?
Intranets have not yet reached their full potential in most organisations and Robertson warns that they do not stand alone. The intranet must identify and connect the people and the process issues within the organisation. He recommends conducting ‘stakeholder interviews’ to map the knowledge needs of the organisation. This mapping would include the business processes, staff information needs, cultural issues and technology requirements. From the mapping a ‘knowledge management’ strategy could be developed including an information management policy outlining the part each technology platform would play in meeting the identified needs. Then, using best practice usability, information architecture techniques and task analysis, “effective interfaces” and “efficient information structures” could be designed and developed by each 'community of practice' group. Since the research, design and development techniques are user-centred, they should lead to staff approval and early uptake of the new systems, but it would still be necessary to use change management techniques and extensive internal communications (including storytelling) to keep all staff motivated and involved. Robertson emphasizes that all this technology development is driven by the needs highlighted in the research/mapping stage.
The corporate intranet should provide a foundational platform (or vehicle) supporting knowledge management initiatives, including informal sharing by individuals. In conjunction with evolving technologies such as collaborative environments, weblogs and wikis, the developing intranet opens up a future of seamless knowledge management covering both the physical and online environments for all members of a community of practice.
Reference:
Robertson, J. (2004). “Intranets and knowledge sharing”. KM Column. Retrieved September 3, 2007, from Step Two Designs Pty Ltd Web site: http://www.steptwo.com.au/papers/kmc_intranetsknowledge/index.html
At the 2004 KM Challenge conference knowledge management consultant James Robertson contended that the organisational intranet “can become a dynamic and living environment for knowledge based activities”. He suggested five methods of achieving this and gave a brief overview of each.
The first, developed by Etienne Wenger, and of major interest to the knowledge management community, is the ‘communities of practice’ approach. This is the increasingly popular, informal knowledge-sharing between peers and small groups who can use their organisation’s intranet to build a ‘home page’, establish the group identity and advertise its existence. This provides a collaborative meeting place for members from different physical environments (offices, cities or states) to use for interaction and also offers a way for their intellectual product to be shared with the overall organisation. The group is responsible for capturing, sharing, storing, organising and generally looking after the ‘knowledge’ within their group. They might use content management systems, collaborative environments, wikis or specialised community of practice tools, together with the supporting intranet, to preserve their collective knowledge for the future.
How can an intranet support the activity of a community of practice?
Intranets have not yet reached their full potential in most organisations and Robertson warns that they do not stand alone. The intranet must identify and connect the people and the process issues within the organisation. He recommends conducting ‘stakeholder interviews’ to map the knowledge needs of the organisation. This mapping would include the business processes, staff information needs, cultural issues and technology requirements. From the mapping a ‘knowledge management’ strategy could be developed including an information management policy outlining the part each technology platform would play in meeting the identified needs. Then, using best practice usability, information architecture techniques and task analysis, “effective interfaces” and “efficient information structures” could be designed and developed by each 'community of practice' group. Since the research, design and development techniques are user-centred, they should lead to staff approval and early uptake of the new systems, but it would still be necessary to use change management techniques and extensive internal communications (including storytelling) to keep all staff motivated and involved. Robertson emphasizes that all this technology development is driven by the needs highlighted in the research/mapping stage.
The corporate intranet should provide a foundational platform (or vehicle) supporting knowledge management initiatives, including informal sharing by individuals. In conjunction with evolving technologies such as collaborative environments, weblogs and wikis, the developing intranet opens up a future of seamless knowledge management covering both the physical and online environments for all members of a community of practice.
Reference:
Robertson, J. (2004). “Intranets and knowledge sharing”. KM Column. Retrieved September 3, 2007, from Step Two Designs Pty Ltd Web site: http://www.steptwo.com.au/papers/kmc_intranetsknowledge/index.html
Saturday, August 25, 2007
Library 2.0 Theory: Web 2.0 and Its Implications for Libraries
In this paper, the author, Maness provides an overview of the term ‘Library 2.0’. He defines it as “the application of interactive, collaborative, and multi-media web-based technologies to web-based library services and collections”. He prefaces his definition with a brief history of Web 2.0 and acknowledges that there is some controversy over the term ‘Library 2.0’ within the library science community. Maness claims that restricting the definition to cover only those aspects of library services and collections that are ‘web-based’ helps to avoid confusion and facilitates further research and professional discussion.
The author lists four key elements of Library 2.0 theory. The first is that it is “user-centered” with the users helping librarians and each other to create dynamic content and services through the new online tools of blogs and wikis. Tagging is even allowing users to add their own metadata or subject headings to resources.
The second element is that Library 2.0 “provides a multi-media experience” including video and audio content. Flash programming built into streaming media applications already provides interactive quizzes which enable the user to ‘dialogue’ with online tutorials but Maness foresees the time when users will be able to interact with one another and with the librarians as if in a classroom or lab.
The third element is a “socially rich” network with both synchronous or instant messaging (IM) and asynchronous (such as wikis) communication between users and between users and librarians. Libraries are using the real-time IM for chat reference services where user and librarian can co-browse, file-share, screen-capture, data share and mine previous transcripts. Maness suggests that the technology is becoming more intuitive and will be able to ‘observe’ the user surfing through the libraries online resources and offer assistance using audio and video messaging in a similar manner to a physical reference librarian observing and offering to assist a patron wandering through the book stacks.
The fourth element is “communally innovative” providing users, individually and corporately, with services that change to meet their needs as they seek, find and use information. RSS feeds, for example, are enabling distillations of Web content according to specific requirements. For this to continue, library web-based applications and technologies must become and remain compatible with those of the user community. Maness emphasizes the need for libraries to move beyond a catalogue restricted to certain formats to including streamlined access to digital objects stored in repositories and asset management technologies.
In summary Maness claims that Library 2.0 is a “mashup”or hybridization of Web 2.0 services where users and librarians together facilitate information transfer and information literacy through personal interfaces designed by users.
Reference:
Maness, J. (2006). "Library 2.0 Theory: Web 2.0 and Its Implications for Libraries". Webology, 3 (2), Article 25. Available at http://www.webology.ir/2006/v3n2/a25.html
The author lists four key elements of Library 2.0 theory. The first is that it is “user-centered” with the users helping librarians and each other to create dynamic content and services through the new online tools of blogs and wikis. Tagging is even allowing users to add their own metadata or subject headings to resources.
The second element is that Library 2.0 “provides a multi-media experience” including video and audio content. Flash programming built into streaming media applications already provides interactive quizzes which enable the user to ‘dialogue’ with online tutorials but Maness foresees the time when users will be able to interact with one another and with the librarians as if in a classroom or lab.
The third element is a “socially rich” network with both synchronous or instant messaging (IM) and asynchronous (such as wikis) communication between users and between users and librarians. Libraries are using the real-time IM for chat reference services where user and librarian can co-browse, file-share, screen-capture, data share and mine previous transcripts. Maness suggests that the technology is becoming more intuitive and will be able to ‘observe’ the user surfing through the libraries online resources and offer assistance using audio and video messaging in a similar manner to a physical reference librarian observing and offering to assist a patron wandering through the book stacks.
The fourth element is “communally innovative” providing users, individually and corporately, with services that change to meet their needs as they seek, find and use information. RSS feeds, for example, are enabling distillations of Web content according to specific requirements. For this to continue, library web-based applications and technologies must become and remain compatible with those of the user community. Maness emphasizes the need for libraries to move beyond a catalogue restricted to certain formats to including streamlined access to digital objects stored in repositories and asset management technologies.
In summary Maness claims that Library 2.0 is a “mashup”or hybridization of Web 2.0 services where users and librarians together facilitate information transfer and information literacy through personal interfaces designed by users.
Reference:
Maness, J. (2006). "Library 2.0 Theory: Web 2.0 and Its Implications for Libraries". Webology, 3 (2), Article 25. Available at http://www.webology.ir/2006/v3n2/a25.html
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