Australasian Libraries In
the Emergency Sector
Reading between the lines:
Libraries and Disaster Resilience
Australian Emergency Management Institute
3 - 5 April 2012
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Table of contents
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Raelene Thompson, Executive Director Australian Emergency Management
Welcome everyone to the ALIES conference. Thank you to our sponsors: Emerald, Ebsco
and SAI Global. It’s a great pleasure for AEMI to once again host this on behalf of the
ALIES, the Australasian Libraries In the Emergency Sector is now in its twenty first year, and
plays a vital role in the sharing of knowledge, skills and resources in the emergency
Together, you are responsible for maintaining a distributed Australasian emergency
management collection and providing expert information services to the sector.
Every year, Australian communities face devastating losses caused by disasters. Bushfires,
floods, storms, other hazards and their associated consequences have significant impacts
on communities, the economy, infrastructure and the environment.
In 2011 the Council of Australian Governments (COAG) agreed adopted a whole-of-nation
resilience-based approach to disaster management, which recognises that a national,
coordinated and cooperative effort is needed to enhance Australia’s capacity to withstand
and recover from emergencies and disasters.
The National Emergency Management Committee (NEMC) was tasked by COAG to drive
and coordinate the National Strategy for Disaster Resilience (the Strategy).
The 6 key messages of the strategy are
Disasters will happen
Disaster resilience is your business
Connected communities are resilient communities
Know your risk
Get ready – then act
Learn from experience
AEMI courses cover a wide range of emergency management areas like: emergency risk
assessment, managing a recovery centre, business continuity management and others.
Another strength of AEMI’s work is our Community Awareness program. One of these
projects is the Resilient Australia Awards, which are sponsored by the Attorney-General’s
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Department. The awards recognise innovative practices and achievements across the nation
that are making our communities safer, stronger, more resilient and better prepared to
manage any emergency situation.
This year’s conference theme is: Reading between the lines – libraries and disaster
This is in three parts:
• strategic planning,
• using technology to deliver information,
• our clients and services
These days, Information and technology are inextricably linked. The rate itself of
technological change has increased rapidly, which resonates strongly with Libraries, in its
impact on how they operate and engage with their clients.
To give us all an idea of how this affects everyone, let me share with you some footage from
1974 when AEMI was known as the Australian Civil Defence School run by the Department
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Australian Emergency Management Knowledge Hub: Building a disaster
resilient Australia presented by Marcelle Munro, Assistant Director,
Knowledge Management, with a panel of the project team for discussion
Ms Munro introduced the Knowledge Hub project by indicating that the project addresses some of the
key messages of the National Strategy for Disaster Resilience, especially with regards to knowing the
risks and learning from experience. Ms Munro added that the hub will operate in both virtual and
actual environments and with a focus on gathering evidence.
Ms Munro spoke of the two phases of the project as follows:
The Scoping Paper explored the nature of knowledge hubs and the need for a national EM
The final report explored aspects such as design, business considerations and future
B. Research findings
– Lack of an all-hazards approach to knowledge management
– No national neutral host
– Limited connectedness in the EM sector
– Need for a ‘clearing house’ for EM research
– Develop a research clearing house
– Establish cross-sectoral discussion forums, and
– Facilitate collaboration for the emergency management sector
Phase two: Implementing the recommendations of Phase One
Ms Munro indicated that
– A Reference Group is guiding the project
– Project is on track 2011/12, 2012/13 proposed
– The project team is working closely with the software supplier
– Business requirements documentation is finalised
– Communications Strategy on social media is awaiting approval
– Functional requirements on track
– On 30 June 2012 the Knowledge Hub will be live – ‘a one-stop shop’ for EM research and
She also added that the implementation process involved a number of stakeholders and organisations
providing data i.e. the Bureau of Meteorology and that the team has spoken to 30 organisations that
will be using the Hub. Ms Munro indicated that the team will be leveraging from existing research and
related programs of work.
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A. Features of the knowledge hub
– An Australian disaster event information bank and mapping feature
– Research clearing house
– Discussion forums for communities of interest and practice
– Social media to engage the sector & the public
– Multimedia and news
– Links to other online products and services
Ms Munro added that
– the clearing house will allow access to related articles etc.
– there is an interest/need for discussion forums
– there is a possibility of a virtual conference every 2nd year due to the expanding use of social
– the hub will be going to a test environment soon.
Phase Three: Implementation of additional functionality
– national EM professional people network
– live/stored streaming of national courses & workshops
– disaster resilience wikis & mining social media for hot topics & gaps in research
– further content development to build the national resilience EM case study library
Benefits of the Knowledge Hub
– Assist EM sector by improving access to information, research, and evidence-based decision
– Improve policy development & best practice
– Provide a platform for whole-of-sector engagement
– Identify gaps in research
– Leverage off learning from experience to improve disaster resilience
Ms Munro emphasised that the objective is to bring together the work being done in one central place
to enhance access to the material.
The Business Analysts from the Project Team, Angela Lilford and Anna Byrne then explained the role
of the Business Analyst in the project as establishing the needs of the business and determining how
these needs can be satisfied through activities such as stakeholder consultation, the documentation
of the business requirements, the development of functional requirements, the production of process
maps and case studies, and the identification of assumptions, dependencies and project risks.
Ms Lilford added that as part of the stakeholder consultation process the project has set up a
Reference Group which is made up of the project team along with a number of key stakeholder and
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Ms Byrne spoke of some key BA activities in the implementation phase of the project namely
– Project Organisation & Planning – UAT – user testing
– Business Requirements – Stakeholder management
– Business processes – Project Reporting
– Functional Requirements – Scope Management
– Software Supplier Management
The Disaster Events Information Bank- presented by Sue Manniche, Catherine Edwards,
Alexandra Haydock and Jenny McDermott.
Susan Manniche - Set the scene
– The team is currently preparing evidence based data which will contain historical and current
– The information captures 18 categories of events (from bushfire, flood, severe storm,
shipwreck, transport, and environmental) and includes natural caused disasters in Australia
dating from 1622.
– To qualify for inclusion the disasters are criteria driven.
– Each event has where available detailed statistics and description of the event.
– Since August 2011, the team has been cleansing, re-verifying and researching extensive
amounts of data – with some of these events sourced from the existing Attorney-General’s
– The team has also been adding data from current events.
– This information will be an integral component of the Hub when it goes live on 30 June 2012.
Catherine Edwards – Project Researcher
The research looks at reliable sources of data with regards to
– statistics on numbers of people killed or injured
– cost of the disaster, number of houses, buildings, aircraft, roads, motor vehicles and other
assets damaged or destroyed, and
– impact on infrastructure.
Alexandra Haydock – Research editor
– Strict editing and quality control process in accordance with the Attorney-General’s
Department style guide.
– Entries are reviewed and edited at two stages.
– All database events are referenced
Jenny McDermott – Administration of the database
1. Housekeeping procedure
– Editing and uploading of content: changes are reviewed and edited prior to republishing
– Entries have an information deposit where information can be stored and accessed for
2. Communication log in the records management system
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– The log includes date entered, event category and title, date of occurrence, records
– All entries are stored in the records management system for accuracy and history.
– The log provides a reliable, factual and verified body of information that will enable people to
learn from previous experience.
Library, research clearing house and social media
Joanne Achison – Library Manager, Jenny McDermott, Rebecca Smith
– The Australian Emergency Management Library, based at Mount Macedon, will be integrated
in the Hub.
– The library collects and sources material for the Hub
– Uses terms from the Emergency Management Thesaurus and the Library of Congress Subject
– Establishing briefing packs and bibliographic references
– Will develop a Hub twitter account, feed will display on the home page
– A Password Protected forum space for sector members to discuss ideas, events & documents.
Forums will also be run in conjunction with courses, conferences etc.
– Next phase – wikis, live streaming.
– The social media plan looks at pre and post moderation processes for some items.
Website, online services and multimedia
Christine Dalton – Website and Online services manager
– Responsibilities: currency of website and conformance with relevant regulations, and content
for the site
– Hub will be a neutral source
– Items from the website may be relocated to the hub.
Sue Manniche – Project Administrator
The project aim is to connect with communities of practice and the community through
– Effective stakeholder engagement, and
– Ongoing relationships with partners/stakeholders – help others to build their products.
John Haydock – Multimedia manager
– Looks after multimedia content for the hub
– Disaster events information: Hopes to have access to audio and images of events to enhance
viewers’ abilities to understand the impact of these events on people
– Developed a range of products, especially for the school programs
– Developed a series of digital stories.
– These products work because people who are digitally native absorb information differently –
they multi task, prefer processing pictures – above all they want the information to be relevant
and informative as well as entertaining. This is why the hub is being designed to be interactive
Q1. Will there be a space to index mobile applications etc.?
R. Yes may utilize Wiki 2.0.
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Q2. What is the difference between ‘AusDIN and the Hub?
– Both virtual and actual products.
– Feeding off different pieces of work – The Hub will source not only from the internet but
also from other sources. AusDIN was not sustainable and has been archived.
– Because of the shift in technology, engaging with the new technology will enable the
design to pick up on what is currently in use.
Q3. What are your expectations of ALIES?
– Could be a place for the network to store their archives.
– Identify resources that you have that could be made available.
– Any feedback based on your experience/expertise.
– Basically use the hub as a service.
– The intent is to develop similar groups to ALIES to draw from.
Q4. Would it be possible to move from Govdex to the Hub?
R. Yes. The user group will decide whether the document will be made available to the public or not.
Q5. How will the library’s business outcomes be affected?
R. Expecting to see an increase and broadening audience.
– The hub will be serviced and resourced by the AEMI.
– The current progress is funded from a National Emergency Management Projects
– Because of the collaboration with other online groups, the team’s aim is to connect with
people and ensure that there is no duplication of effort – would link to other products.
– Such as related risk information, for example, initiatives in Queensland.
– The key to success is collaboration.
– Would leverage from work done at the institute and introduce new information.
– Anyone who has a space on the hub will need to monitor and maintain it.
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Australian Government Crisis Management Framework presented by Linda
Geddes, Assistant Secretary, Strategic Planning and Crisis Response -
Homeland and Border Security Division.
In her introduction Ms Geddes referred to
– her experiences with transforming open sourced information into intelligence
– how the conference brings together 2 major concepts, libraries/information and disaster
– the fact than an important aspect of the Year of Reading is that libraries are community hubs.
Aspects covered by the presentation are
– The common approach used to manage disasters – namely the framework sits above the
arrangements to ensure consistency of approach.
– The need to collaborate with various groups and across the Commonwealth.
– Whole of Government arrangements are for both domestic and international events.
– The Federal Government will have a primary role when the event is international; otherwise it
will provide support to the State Governments and the Territories.
– The Federal Government’s role will depend on the nature and scale of the crisis.
– The Prime Minister may take a lead depending on the nature and scale of the event.
– The key crisis committees:
A. Ministerial coordinates Australian
o National Security Committee of response for international
Cabinet (NSC) – ensures effective events
communications C. National
o Disaster Response and Recovery o National Crisis Committee
Committee (DRRC) – oversees (NCC) – ensures
disaster management in Australia comprehensive understanding
B. Senior-Officials of what happened at the
o Australian Government Crisis Commonwealth and state (or
Committee (AGCC) – ensures territories) levels.
o Interdepartmental Emergency
Taskforce (IDETF) –
– Key coordinating facilities
o Parliament House Briefing Room (PHBR) – facilitates event specific discussions
o Australian Government Crisis Coordination Centre (CCC) – 24/7 hub of information,
monitors information and intelligence, supports respective ministers
o Department of Foreign Affairs Crisis Centre (DFAT CC) – only established when
overseas crisis occurs.
to do some myth busting.
– Libraries can play a key role in environmental scanning and providing factual
information up the line.
– 2011 – After the tsunami in Japan, mobile library service was used to bring back
normality in the recovery phase.
– A central hub for the community.
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– The role of libraries
o a focus point for communities
o a source of information for people in developing their disaster plan
o 2010- Chile’s earthquake resulted in a recognition that libraries need to be included in
their Disaster Management Framework.
o Libraries should cover programs for crisis preparedness and can contribute to the
o Social media can be used
to disseminate information and to get feedback
in the recovery phase, i.e. can improve efforts to locate missing persons and
re-establish communications with family and community.
In response to a question about the impact of her librarian background on her current role, Ms
Geddes indicated that her background helps her in promoting the optimum use of libraries as
When asked about how she turned information into intelligence Ms Geddes stated that she employed
a range of skills i.e. subject matter experts, linguists. She added that she worked across an
international network and that successes were fundamental in convincing stakeholders that open
sourced info is a real source of intelligence.
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Police as critical consumer of research presented by Dr Victoria
Herrington, Director of Research and Learning – Australian Institute of
In her presentation Dr Herrington emphasised
– The relationship between the practitioner and the researchers
– That the practitioners understand that research is important (evidence based approach)
– The fact that the need to sell the outcome of the research to the practitioner may be a
challenge, and the need to understand the potential disconnect between practitioners and
Police as unenthusiastic consumers of research?
– Problems with the ‘body of knowledge’
o The difficulty of finding practically useful research
o Understanding the rules of the research game and the loyalties of key players
o Understanding academic-ese
– Challenges facing the individual
o Experiential by preference
o Time poor
o Not knowing where to / being afraid to start
But are police actually unenthusiastic consumers of research?
– Have a natural inquisitiveness
– An increase in tertiary study and qualifications
– Increasing professionalisation
– A demand to be evidence-based (policy and practice)
– Democratisation of knowledge generation, and the rise of the practitioner-researcher
Dr Herrington noted that she would argue that practitioners are not unenthusiastic about research and
evidence based approaches. She added that she believes that the issue for them is around access
and that professionalisation reflects the need for a body of knowledge to cross reference with.
– A historical reluctance to engage with research, alongside a lack of familiarity with the rules of
research, coupled with a complex and varying body of knowledge
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– Increasing demand on police to be across this, and an increased appetite for the right sort of
ES librarians are translators and guides to the body of knowledge
What can librarians do?
A. Continue the excellent work synthesising it (which is an AQF
– assist in searching the literature
C. Publicise emerging literature
– encourage tackling questions from
new and novel angles – summarise the implications for policing
B. Work with educators D. Capture grey literature
– encourage assignments that involve – E.g. http://www.anzpaa.org.au/anzpire
searching the literature and
Dr Herrington added that librarians and educators can work together to engage students.
An example – AIPM Strategic Policy Reviews
– Concentrates on a systematic literature review, and development of policy options
– Requires familiarity with research, and how to identify and synthesise appropriate literature
o lifelong learning skills,
o thorough understanding of evidence base
o evidenced based policy
– Police are not traditionally engaged in research literature for many reasons
– A natural inquisitiveness, an increase in tertiary study, and a demand for demonstrable
evidence-based practice is changing this
– ALIES librarians act as translators and guides to the body of knowledge
– Pivotal to the continued professionalization of policing because integral to encouraging active
engagement with and consumption of the body of literature
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Q1. Is there somewhere once can go to learn more about evidence-based policing?
R. Skill sets rom evidence based health would transfer to evidence-based policing. The difference
would be in the amount of empirical evidence. A related debate is whether the evidence-based
methodology would apply to policing.
Q2. Do you see the same value in librarians offering education in evidence-based policing?
R. working collaboratively would be of huge value.
Hierarchy can add a layer of complexity as well. A larger number of people are completing tertiary
studies and therefore have an increased awareness of the benefits of an evidence-based approach.
Ideas in place to disseminate new research
– A 2 page summary/abstract
– A review by a professional in the field who contextualises the impact of the research on the
Reading between the lines presented by David Parsons, Manager of
Adversity Performance and Security – Sydney Water.
Mr Parsons spoke of his experience completing the Emergency Management Fellowship with the
Emergency Management Academy where the approach was to read: discuss: learn.
His presentation reflected on
– Why people make different decisions (this may be because of their different views on what is
– What he learned by reading between the lines, identifying and understanding possible sub
– The impact of preparedness and empowerment on the ability to react.
– The role played by emotional attachment in the decision making process.
– The impact of personal interests and beliefs, past experience and organisational culture on
– The time lost on finding the fact/right answer.
– The impact of leadership on decision making (Mississippi Power and New Orleans church
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Workshop: Changes in communication and reading led by Katrina Beard.
What is the workshop about?
Rereading emergency management by
– reframing what we know
– looking for the things that are missing or questioning what is there
– being able to interrogate anything as a ‘text’.
Key aspects of the presentation
– Acknowledgment of illiteracy.
– Reading is a new development for humankind.
– We value the primacy of the written word.
– Once something is written down it cannot be changed.
– Reading used to be a communal activity; now it is sometimes seen as antisocial.
– Language is as symbol for what we are thinking (brain – mouth- ear).
– Writing is a longer process.
– Looking at emergency management as a ‘text’.
– Reading the subtext is often different from what you are being told.
The power of narratives!
Exercise: Think about the text that you have been given and tell a story about how a librarian might
help emergency management tackle this issue.
Group A: “we’ve always done it this way son.”
– Transformative text
– Librarian helps the practitioner along the way
– The librarian is the conduit – will answer your questions.
Group B: “Now let me tell you.”
– Libraries and librarians collecting the whole history.
– Bring people in to share their narratives/stories.
Group C: “She’ll be coming round the mountain.”
– Making sense and making decisions.
– Focused on “Preparing for the next disaster’ and not preparing for the last disaster”.
– Prepare unbiased packs for different types of disaster.
– Libraries leading the way into the future – sharing stories.
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Panel 1 – Content Management Systems.
Rosa Serratore - Chief Librarian, National Meteorological Library, Bureau of Meteorology
Irene Mills - Client and Research Services Manager, Library Services, Department of Families,
Housing, Community Services and Indigenous Affairs (FAHCSIA)
A. Rosa Serratore – Latitude, Nanosecond and Isobar: meteorology and
– The library supports the Bureau’s programs and outputs.
– The Bureau’s role is clearly about ‘Preparedness’.
– The Bureau is the holder of climate records.
Bureau of Meteorology Training Centre (BMTC)
– The BMTC is an accredited centre.
– The library is an enabler in the provision of training.
– The approach is one of blended learning – a combination of different learning forms and
elements (based on a wider and geographically dispersed model).
– Use of breakfast sessions, group sessions etc.
– The intranet has been critical to date in disseminating information.
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Moodle – internet based software package.
– Can store files
– Support communications through chat rooms etc.
– Can be used for collaboration and evaluation.
Moodle and the Library
– The library is a stakeholder in blended learning (i.e. liaised with legal team in relation to
– 1 library staff is the Moodle mentor and performs quality control on the products.
– Module 1A – ‘Library introduction’ is compulsory
– Moodle is an alternative platform for the delivery of information literacy.
– Moodle can be stored on MAC etc. – Data costs
– The training centre considered – Integration with existing platform
network access (hosted internally or – Firewall considerations
externally) – Resources – need for IT skills, may
– Open sourced software , therefore need to consider up skilling of staff.
cost is a consideration
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Lessons learnt and the future
– Use it or lose it.
– Time, time and more time to plan, plan and develop.
– Moodle is all about collaboration and is a positive experience overall.
– Project management skills were developed.
– A new outlook on how to develop products for the user.
– It is anticipated that the use of Moodle will grow/strengthen.
B. Irene Mills – iSpace are their spaces: collaboration in the use of subject
guides in a government library
Rationale for the guides
– The guides are used to bring together a number of subjects.
– The universe is really big!
o Make it more manageable.
o Make it more relevant.
o Make information accessible.
o There was a need to pull together information about Indigenous Affairs.
The campus guides
– Easily built.
– Easily updated.
– Not costly.
– IP restrictions apply.
– Statistical report is available.
– Opportunity to provide feedback on the various ‘boxes’.
Legal ispace: the build process was to seek feedback from the legal staff and engaging with them
through ongoing communications and prior to approval of the page.
Indigenous ispace: because of the different needs, this process was more complicated than the legal
A taskforce was created to explore new technologies and new processes or products.
What we have learned
– Liaise with stakeholders early and often.
– Listen to what they say.
– Keep promoting the service.
– It won’t save time, but it’s worth doing well.
– Giving staff time away from BAU was quite good as people were able to work with other
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– Ispace has been around for a year now.
– Strong stakeholder ownership.
– Developed stronger links with the areas now having ispaces.
– The updating of ispaces can be shared.
Q1. To what extent have ispaces replaced subject pages?
R. There were no subject pages before.
Q2. Do people link to the ispace from the library homepage/
Q3. Are you able to track your usage?
R. Yes, through Google Analytics.
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Introduction - Jane Bailey, Chief Information Officer, Attorney-General’s
Jane Bailey – Introduction
– How do we package information differently for it to be useful to the audience?
– The power of understanding events.
Managing Emergency Event Research Data presented by Heather Wood,
Knowledge Manager, Office of the Emergency Services Commissioner
– Seconded to the Bushfire CRC to ‘manage information’ from research into:
o Fire Behaviour
o Human behaviour and community safety issues
o Building and Planning issues
– The aim was to collect information as quickly as possible to ensure integrity.
– Officers were on a 4 day rotation.
– 64 teams of 4 from fire and – Paper worksheets, guidelines, log
research agencies books etc.
– Hard copy and digital – Data uploaded to Toughbook each
o Images night
o Voice recordings – Downloaded to CRC server on
o GPS capability return.
– Pressure from RMIT to get the data to – Urgent processing required
them for analysis – Short timelines
– Immense amount of unique data
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– A repository of information and data – Secured
– Structured – Monitored and Managed
A. Primary data repository B. Secondary ‘working’ set
– Secure – Manage access
– Retain format – Archive
– Find and fill gaps; with minimal – Return loaned material
– Inconsistencies in arrangement – Geo-coding
– Data management trail – Anonymity
– Naming – Backing up
– Exploding growth
A. Literature review – Technology is consistently changing and
– Academic and research institutions providing new support
– Information and records management – Every event will be different
– Other relevant information from EM sector D. Getting the information to the right person
B. Generic/How to guidelines at the right time.
C. Recognition that
– Need to archive data as collected early in the piece.
– Structural surveys were managed by the CISRO.
– Instructions were interpreted differently.
– Literature review - the research undertaken was mainly in controlled environments.
– It is important to get the information to the people waiting to work on it.
Q1. Could the guidelines be tested in a simulation environment?
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R. Not as yet.
Q2. How was the data stored?
R. Initially on the CRC server.
Investigate the possibility of further developing the document to make it more rigorous.
Mostly harmless: emerging technologies and libraries presented by
Matthias Liffers, Librarian, Australian Institute of Marine Science
– Don’t panic
– You can engage with emerging technologies to the extent that you choose.
– The twitter page of the University of W.A is the human face to the page.
o Far more popular with women
o Library using book covers to pin to a page.
– Use Facebook, Twitter and Pinterest. The process is to write the content only once and then
post to the other sites.
– What to do?
o Ongoing maintenance o Acknowledge that you have
o Engage with your users made a mistake
o Use nice branding o Connect with other information
o Feed the page, update it professionals
regularly o Use social networking to
o Have a thick hide research the people you will
be meeting at a conference
– A mobile network is handy to access users of different types of devices.
– QR codes are used in libraries for instructions and in cataloguing, and are straightforward to
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– Things on the horizon
– Augmented reality
– Shelf reading made easy (Shelvar)
– Google goggles (available on smart phones)
– Make the research into emerging technologies someone’s job or a multi-disciplinary team’s
– Lessons learned
o Expect and embrace failure o Always carry a towel!
o Try and try again
Q1. While working at the university, did you need authorisation for everything?
R. Only for the creation of the webpage.
Q2. Have you been involved in loaning devices such as ipads?
R. Prefers users to have their own devices. His focus would be to support the technology.
IPhone apps: am I ready presented by Shay McAuley, iPhone Project
Manager, St John Ambulance
Why go there girlfriend?
– Constant engagement
– Custom UX
– Push information
– Content control
– Needed to ensure the content was available offline
Decision making process
– Looked at how someone could be trained in First Aid.
– Looked at how to make the content more exciting and engaging.
– Needed an interactive revision tool and a mobile solution.
– Went with iphone 4s because of the features.
– Easy to use
Came up with
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– Medical profiles apps
– Resuscitation apps
– Emergency First Aid apps
– Need to be aware of upcoming changes and plan ahead.
– Solution would be available on ios devices (large user base).
– Gets lots of feedback and suggestions.
– Did not do any marketing at all.
– As at the 4 April 2012 there had been 66142 downloads.
– All project costs have been recovered (in excess of $100000).
– Focus on the value add for the user.
Top 6 keys to success
– Be informed
– Be organised (need a developer account renewable every 12 months)
– Get inspired
– Get creative
– Love your developer
– Change the world
Q1. How did you choose the developer?
R. Research and personal connection.
Q2. Did you have any expectations regarding the number of downloads?
– It was a gamble and factors to be considered are the brand of the releasing company.
– Be conservative in your expectations.
– More challenging because of the various brands.
– May be on Androids in 24 months.
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Panel 2: Discovery layers
Jenni Burgess (DCSI), Tony Stephenson (NSW Police) and Jeannette Clarkson (DEEDI)
A. Jennifer Burgess - EbscoHost integrated search - E-His
A federated search engine allowing for
– Can search a number of sources simultaneously (13 databases)
– Produces more relevant information
– Always retrieves current content
– 2 service points
– 5 PTEs
– Limited resources – cannot provide support to users new to technology
– EHIS built on what users knew
– Online training and support available to library staff
– Set up done by EBSCO
– Some of the databases were not included
How it works?
– EBSCO search features
– Direct way of requesting copies if full text not available.
– Can print, email, save as file or export information.
– The drawback is that results from a non EBSCO source are placed in a different folder.
Benefits for the Library Service
– Increased database usage – One stop search is easy to use
– Highly configurable – It saves time (search results trickle in
– Easy to train users as they become available)
– Easy to promote it
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– The information is current and reliable (comes from trusted sources)
Problems, issues and a surprise
– Inserting the search box into the web – Initially non EBSCO databases did not
page. present a useful display.
– EBSCO Tech support is located in the – Non EBSCO results handled
– Adding the library catalogue was too – Some databases now easier to use
The product has been in use for 2 years.
Q1. How much did it cost?
R. $3000 yearly.
Considerations when choosing the tool
– Association with a particular university (continuity)
– Users not sophisticated
– The system has been set to work within the network and that may be an issue in the current
environment (prosecutors looking at taking ipads to court for example).
– Access to the web is dependent on the role/job.
– Some issues exist with refining results
– The process could
o Identify and pull up articles etc. from the databases, or
o Identify on the shelf and therefore provide a request from
o Provide links to other sources.
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C. Jeannette Clarkson – SUMMON @ DEEDI.
– Changes to the client base.
– Expansion of resource base (catering for new clients to the agency).
– Characteristics of the new clients.
To overcome the problems
– Familiarity of ‘traditional users’ – elibrary site architecture and design
– Training (accessible and friendly)
Note: Not able to adequately and quickly reach the substantial influx of new users.
Investigations into library use
– Presentation by Jane Burke, Vice – Follow up research by Proquest and
President, Proquest at VALA 2010. John Law (2007)
o Survey of academics and students o 60% consider Google the easiest
86% don’t understand the breadth place to start research
of resources in their library o 80% consider the library superior
94% don’t feel their library is fully for quality, credible content
explored or used – What are libraries doing wrong?
Barriers to use
– No clear and compelling starting place for research.
– Difficulty identifying appropriate resources.
– General lack of awareness of resources.
Value Gap - Carol Tenopir
– As library collections become more complex, the ability of library users to navigate them is
– Successive investments in resources add less value to the library than the preceding ones.
SUMMON @ DEEDI
– Internet hosted. – Doesn’t currently support personal log
– Built from the ground up. ins and personal accounts.
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– Lots of different types of material can – Citation counts are available.
be harvested. – Has a metadata mapping tool.
– Vendor updates daily. – Mobile app available on the market.
– Catalogue updated weekly. – Searching about 90%of the collection.
– Ranks by relevance.
Usage of SUMMON
– Healthy growth in statistics for
o Total visits
o Average searches per day.
– Popular ‘generalist’ resource
Observations and reflections
SUMMON is a
– Good choice for some of the clients.
– Library staff members have been enthused by the reaction they have had from library clients.
– It is another product in the toolkit of resources.
– Needs critical mass of resources
– Allows better targeting of library services.
– Logos and databases don’t necessarily confer prestige and quality in the eyes of the users.
– ‘Single search’ could be helpful if web site management is proving difficult or problematic.
– Reality check.
Q1. Will federated search engines favour results from their databases?
R. Probably but this can be tweaked.
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Panel 3: Clients
Panel members: Jovena Ling (Qld DPC), Eke Woldring (AIPM) and Karen York (AFP).
A. Jovena Ling (Qld DPC) – Simply Excellent Service @ Premier’s library.
Key observations and comments
– Need for updated and easy to access information.
– The philosophy is “Providing what you need before you know you need it”.
– Hard to get feedback generally. However unsolicited feedback is sometimes received.
– Recently relaunched the library site.
– Only clients can give feedback on the quality of service.
– The focus is on meeting agreed deadlines or negotiating new ones.
– Consistency in the small things.
o They are core resources (abstract of 150 – 200 words).
o The blogs were initially used for new reports. They now cover government policies,
economic indicators, new articles and books (need to know).
o Clients can email requests directly to the library from the blogs.
o Currently have a few core bloggers but everyone has been trained to do blogs.
– The delivery mechanism is through
o Instant twitter or RSS feeds
o Daily emails etc.
– 20 different subject areas for the monthly update.
o Clients who have immediate needs prefer twitter, others are happy with the monthly
– Need to be mindful of the missed opportunity, missed trust and missed future.
– Rotation of staff to the help desk helps with building an understanding of clients’ needs.
– Need to work together towards the common goal.
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The ten dimensions of service
– Reliability – Security
– Responsive-ness – Access
– Competence – Communication
– Courtesy – Understanding
– Credibility – Tangibles.
Quality client service is very important. Need to keep an eye on the future.
Client service essentials
– Look at everything from a client perspective
– Empower staff to make decisions to act within the service philosophy
– Share information and workload – collaborate and work together
To give the client what they want.
B. Eke Woldring (AIPM) – Survey of Systematic Reviews in policing -
Opportunities for librarians.
– The Cochrane library supports evidence based medicine
o 3 databases, 7000 reviews
o Controlled vocabulary and free text searching
o Each database searched separately to maximise functionality
– Search methodologies
o Disease terminology
o Drug terminology
o Clinical tests terminology
– Systematic review
o A systematic review is a procedure for combining information and data from multiple
o A systematic review requires an explicit search strategy for a specific question.
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o Features of the strategy are
Sensitivity v/s specificity (Database selection is important. The example
discussed showed that the search strategy was too sensitive and needed to
have been tailored for each database).
Using Boolean and proximity operators
Synonyms, related terms, spellings and truncations
Language and date restrictions
Using search filters v/s limiting commands
– C2 Protocol: Corporate Crime Deterrence example:
o Are they thinking of truncation, spelling?
o Have they checked the Thesaurus for related terms?
– C2 systematic Review – use of DNA testing
o 1 question at a time may be preferable.
o Librarians can help with
o Database selection
o Refining keywords for searching
o Mapping terms to controlled vocabulary
o Boolean concepts
o Peer review of researcher strategy
o Indexing articles with methodology tags.
– Tips and tricks
o Go to the most relevant database – do a tight search and find the seminal articles on the
o Check the subject terms/keywords used for the seminal articles and repeat the search
using these subject terms/keywords in free text.
o Construct the sets of terms for Boolean searching. Consider truncation and spelling
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o Important for researchers to use Endnote.
C. Karen York (AFP) – Are you a Trusted Advisor?
Trusted Advisor” by David Maister, Charles H. Green, and Robert M. Galford.
Four concepts (Useful to check your service delivery against these 4 concepts.)
– Within a service-based engagement, your energy would be spent explaining things to your
client – they receive information from you.
– Within a needs based engagement, your time is spent problem solving – your client receives
– Within a relationship-based engagement, you are able to provide your client with insights –
your client comes to you for ideas.
The trusted advisor can focus on the client as an individual, understanding them as well as their
Additional notes about the service:
1. Provide support to various units in terms of 5. Currently can’t do campus guides, can do
storing information. subject guides.
2. Pushed information out about the services. 6. Will look at developing applications in
3. Need to get the message out about the house.
value add that librarians can contribute to 7. Do lunch box learning i.e. “Everything you
research. need to know about your iphone”.
4. Library products are beautifully branded 8. ‘Just captured’ page promotes new books.
9. Social media – the footprint left behind.
Questions for Jovena Ling
Q1. Are systematic reviews done across the board?
R. They are becoming more familiar.
Q2. Is the importance of controlled vocabulary limited to Health?
R. Important in Health.
Q3. Was ICT supportive of your blog?
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R. Bypassed them altogether. The blog is quite locked down and can’t be found on Google for
example. Current CIO is very supportive of new technology.
Q4. Are the monthly topic alerts in an email?
R. They are attached to an email.
Life, Death and Libraries presented by Tim Costello.
– World Vision’s response is to emergencies outside Australia.
– The trend of emergency situations is upwards.
– 40000 staff in 65 countries – they are reporting changes in crops and bird migration patterns.
– Need for timely, accurate and quick decisions.
– Failure in communications comes about because of
– Lack of linkage to relevant context
– Not having learned from historical data at the forefront of our minds.
– World Vision had to plan for slow onset disasters such as lack of water, malnutrition etc.
– The two biggest killers of children are diarrhoea and pneumococcal disease.
– In India wasting and stunting affect 74% of children.
– Poor communities lack reserves of resources due to lack of tools and infrastructure.
– The difference in impact between the Haiti and Chilean earthquakes show the significance of
infrastructures in disaster management. The disaster in Haiti was more destructive due to the
lack of preparedness whilst the response in Chile was essentially domestic.
– Fragility of life is on the balance when crops fail. As a result children are sold to debt
– 16000 Indian farmers commit suicide every year.
– The International Emergency Database recorded 230000 deaths in the1st half of 2010.
– Governments have to become more proactive and commit to forward disaster planning.
– The knock on effect is donor fatigue.
– From 2000 to 2009, World Vision’s expenditure on relief grew from 166 million dollars to 729
million. The agency is in danger of becoming an Emergency agency.
– The agency’s focus is on sustainability.
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– The business model is development but the shift is to Emergency relief.
– Knowledge and know how is improving (better trend analysis and landscaping).
– Preparedness is where the efforts need to go.
– Staff’s capabilities have improved.
– Impact of mobile phone on farmers in Africa – they are now able to access market information
– Human resource is the agency’s major asset. The agency has a whole range of technical
– Access to knowledge is vital to staff and leaders.
– Australia is fortunate in terms of the professionalism that we have in emergency
management. ‘There are skilled and determined people doing their best to help you.”
– We do need people who think like librarians – people who understand that access to
information is critical to life and death.
Q1. How do you see the role of World Vision for people such as the Pacific Islanders?
– Land is absolutely critical in any context. The Pacific Islands represent a challenging
environment, tied to traditional cultures.
– The challenge of climate change needs to be considered.
– Delivery of programs there is expensive.
Q2. Can you tell us a bit more about your own corporate library?
– The agency has global and local information systems.
– A number of technical experts make information accessible to all – run seminars and
– Updating information is a huge investment.
Q3. Did you see any sign of the cast system breaking down in India?
– May be. It is illegal and has been for a long time but the mindset is still there.
– People who have money don’t even see the poverty around them.
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– Men do not value the education of their daughters.
– The decision to make loans to women disturbed the power of money lenders and men.
– Girls in education have an impact on birth rate (for every year in school there is a reduction of
1.2 in children).
Q4. Do you have any trend forecasting in relation to reduced donations resulting from donor fatigue?
R. When consumer confidence drops, donations also drop.
Closing address by Neil Head. AEMI Director, Community Awareness and
On behalf of the First Assistant Secretary, AGD National Security Capability Development
Division, Warwick Finn and the AEMI Executive Director, Raelene Thompson, Mr Head
acknowledged the value of the ALIES network and thanked the network for enriching the AEMI
campus. He highlighted the convergence of the two conference themes and the common ground
covered. He also mentioned that ALIES can help in the dissemination of the COAG National Strategy
for Disaster Resilience and that librarians can help to communicate its 6 key messages to their
Mr Head spoke of fighting the “fire with knowledge, books, communications and engagement”. He
highlighted that one vehicle for this approach is ‘The Australian Journal of Emergency Management’.
He added that people should “use it, distribute it and more importantly contribute to it.
Mr Neil also mentioned other products such as the ‘Disaster Watch’ the new disaster information
national phone app and elaborated on the work done through the AEMI school education. He referred
to the Taipei example where an Education Centre has been built near a destroyed school which is
now maintained as a museum. He stated that in Australia there is scope to engage the disaster
resilience message with the school curriculum in terms of products that are available for use as
classroom resource, i.e. ‘Disaster Mapper’ and ‘Before the storm’.
Mr Head closed his address by commenting on the hard, unrelenting work done by the emergency
management volunteers sector. He also sought assistance from ALIES with the dissemination of
information regarding the 2012 Resilient Australia Awards and highlighted that the new website is now
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