2. 1 UNESCO OFFERS PROFESSIONAL DEVELOPMENT ACROSS GEOGRAPHIC AND GENERATIONAL BOUNDARIES Paul.Nieuwenhuysen @ vub.ac.be Vrije Universiteit Brussel, B-1050 BrusselPaul.Nieuwenhuysen @ vub.ac.be Vrije Universiteit Brussel, B-1050 Brussel p.pissierssens @ unesco.org Head, UNESCO-IOC project office for IODE, Oostende BELGIUMp.pissierssens @ unesco.org Head, UNESCO-IOC project office for IODE, Oostende BELGIUM Presented at the IFLA Satellite Meeting in Bologna, Italia=Italy, August 2009 STRATEGIES FOR REGENERATING THE LIBRARY AND INFORMATION PROFESSION

3. 2 Full text paper is published in the Proceedings of the conference.Full text paper is published in the Proceedings of the conference.

4. 3 1.BACKGROUND: About UNESCO-IOC-IODE & Information management in IODE 2.Providing quality continuing education 3.IODE and “STRATEGIES FOR REGENERATING THE LIBRARY AND INFORMATION PROFESSION” - contents - summary - structure - overview of this contribution

5. Background About UNESCO-IOC-IODE

6. 5 UNESCO

7. 6 UNESCO UNESCO-IOC

8. 7 UNESCO UNESCO-IOC UNESCO-IOC-IODE

9. 8 UNESCO UNESCO-IOC UNESCO-IOC-IODE Program for International Oceanographic Data and Information Exchange Established in 1961 To enhance marine research by facilitating the exchange of oceanographic data and information between participating member states.

10. 9 About UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE Focused initially only on oceanographic dataFocused initially only on oceanographic data Since 1987, marine information management included in terms of reference.Since 1987, marine information management included in terms of reference. IOC member states have established 80 oceanographic data centers.IOC member states have established 80 oceanographic data centers.

11. 10 About UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE Network has been created of national coordinators for marine information management.Network has been created of national coordinators for marine information management. Since 2005, the IOC Project Office for IODE is based in Oostende, Belgium.Since 2005, the IOC Project Office for IODE is based in Oostende, Belgium.

12. 11 About UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE Aims:Aims: Develop data and information management training programs & toolsDevelop data and information management training programs & tools …

13. 12 About UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE Aims:Aims: Provide a ‘think tank’ where data and information experts can work, meet and discussProvide a ‘think tank’ where data and information experts can work, meet and discuss......

14. 13 About UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE Aims:Aims: Develop, information systems and public awareness toolsDevelop, information systems and public awareness tools …

15. 14 About UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE Aims:Aims: Provide a laboratory environment for the development of technology for data and information managementProvide a laboratory environment for the development of technology for data and information management More information is available from http://www.iode.org/More information is available from http://www.iode.org/ http://www.iode.org/

16. Background Information management in UNESCO-IOC-IODE

17. 16 Information management in UNESCO-IOC-IODE Marine science libraries have a role in providing information about the marine environment:Marine science libraries have a role in providing information about the marine environment: »to policy makers »to scientists »to educators »to students »to the general public They help in generating a public that understands the value of the ocean and can make appropriate decisions to protect it.They help in generating a public that understands the value of the ocean and can make appropriate decisions to protect it.

18. 17 Information management in UNESCO-IOC-IODE On an international scale, networks of libraries and information centers have provided access to ever wider collections of information including the so-called “grey” literature.On an international scale, networks of libraries and information centers have provided access to ever wider collections of information including the so-called “grey” literature. Marine information management centers interact with marine data managers to deliver information products, e.g. data that has been processed and interpreted.

19. Background Capacity building in UNESCO-IOC-IODE

20. 19 About UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE UNESCO-IOC-IODE capacity building

21. 20 Capacity building in UNESCO-IOC-IODE During the late 1990s, IODE designed a new way to assist with the development of capacity.During the late 1990s, IODE designed a new way to assist with the development of capacity.

22. 21 Capacity building in UNESCO-IOC-IODE This new "strategy" is based upon:This new "strategy" is based upon: »providing equipment »providing training »providing seed funding for operational activities of new centres »work in a regional context, addressing not only individual (national) goals, but also common (regional) goals

23. 22 Capacity building in UNESCO-IOC-IODE This new strategy has been implemented as "Ocean Data and Information Networks" or “ODINs”.This new strategy has been implemented as "Ocean Data and Information Networks" or “ODINs”.

24. 23 Capacity building in UNESCO-IOC-IODE The first region where the new strategy was implemented was Africa (see http://www.odinafrica.org)The first region where the new strategy was implemented was Africa (see http://www.odinafrica.org)http://www.odinafrica.org

25. 24 Capacity building in UNESCO-IOC-IODE Later, similar networks have been created inLater, similar networks have been created in »the Caribbean / Latin America »…

26. 25 Capacity building in UNESCO-IOC-IODE Later, similar networks were created in theLater, similar networks were created in the »European countries in economic transition »…

27. 26 Capacity building in UNESCO-IOC-IODE In terms of marine information management, the ODINsIn terms of marine information management, the ODINs »provide access to international research literature »created the Open Science Directory (to make access to open access journals easier) »develop and share holdings databases of participating libraries »share resources between participating libraries (interlibrary lending / document delivery) …

28. 27 Capacity building in UNESCO-IOC-IODE In terms of marine information management, the ODINsIn terms of marine information management, the ODINs »share professional expertise through email lists »sponsor memberships to professional associations (mainly the International Association of Aquatic and Marine Science Libraries and Information Centers http://www.iamslic.org/ ) http://www.iamslic.org/ …

29. 28 Capacity building in UNESCO-IOC-IODE In terms of marine information management, the ODINsIn terms of marine information management, the ODINs »participate in developing the Global Directory of Marine (and Freshwater) Professionals http://www.oceanexpert.net/ http://www.oceanexpert.net/ »contribute open access documents related to marine science to a global common document repository, managed by IODE in Oostende http://www.oceandocs.net/ http://www.oceandocs.net/

30. 29 Capacity building in UNESCO-IOC-IODE In terms of marine information management, the ODINsIn terms of marine information management, the ODINs »support their professional staff members with continuous professional education events

31. Providing quality continuing education

32. 31 Quality continuing education by UNESCO-IOC-IODE The following description of the IODE training program is presented in the light of “Continuing Professional Development: Principles and Best Practices” by J. Varlejs, IFLA Continuing Professional Development and Workplace Learning Section http://www.ifla.org/VII/s43/pub/cpdwl-qual-guide.pdfThe following description of the IODE training program is presented in the light of “Continuing Professional Development: Principles and Best Practices” by J. Varlejs, IFLA Continuing Professional Development and Workplace Learning Section http://www.ifla.org/VII/s43/pub/cpdwl-qual-guide.pdf http://www.ifla.org/VII/s43/pub/cpdwl-qual-guide.pdf

33. 32 Quality continuing education: Regular learning needs assessment  2009: Up to 2009, training courses have been organized with a regional focus (in other words: for a particular ODIN).  2009: Up to 2009, training courses have been organized with a regional focus (in other words: for a particular ODIN).

34. 33 Quality continuing education: Regular learning needs assessment The contents of these courses were always decided in close cooperation with the target group and based upon their needs. Then experts were invited to teach.The contents of these courses were always decided in close cooperation with the target group and based upon their needs. Then experts were invited to teach.

35. 34 Quality continuing education: Regular learning needs assessment 2009  : Since 2009, funds are available to organize training courses2009  : Since 2009, funds are available to organize training courses »on a more regular basis & »on a multi-regional = global scale Participants may be sponsored by IODE or by others.Participants may be sponsored by IODE or by others. Advantages of new approach:Advantages of new approach: »better response to changing training needs »promotion of even more international cooperation

36. 35 Quality continuing education: Regular learning needs assessment To assess training needs, to prioritize courses and to enable cost-effective planning, Web-based surveys were set-up, through which data managers or information managers can identify their training needs.To assess training needs, to prioritize courses and to enable cost-effective planning, Web-based surveys were set-up, through which data managers or information managers can identify their training needs. On the basis of the results, a course program is organized.On the basis of the results, a course program is organized.

37. 36 Quality continuing education: Broad range of learning opportunities Broad range of topics is offered, with an emphasis onBroad range of topics is offered, with an emphasis on »applications of ICT »standards & interoperability & platform independence Live activities are hostedLive activities are hosted »by a member state or »by the IODE project office in Oostende (Belgium)

38. 37 Quality continuing education: Building expertise in education At IODE Project Office:At IODE Project Office: »Staff member at PhD level has been appointed to manage / co-ordinate / upgrade the education activities »Investments have been made in infrastructure and facilities

39. 38 Quality continuing education: Dissemination of information Information about continuing education is widely disseminated.Information about continuing education is widely disseminated. Methods:Methods: »Newsletters in electronic format. »Email lists. »Web sites. In addition to http://www.iode.org, some ODINs have established their own web site. http://www.iode.org

40. 39 Quality continuing education: Ensuring high quality activities High quality of the education activities is desired.High quality of the education activities is desired. Evaluation and follow-up can help:Evaluation and follow-up can help: »Individual feedback from trainees is invited after each course »IODE Group of Experts on Marine Information Management evaluate activities »Comments in planning workshops for the ODINs Difficulty:Difficulty: »Not all course instructors combine subject expertise with expertise in teaching.

41. 40 Quality continuing education: Recognition of continuing learning Continuing learning activities should be recognized in recruitment or promotion decisions.Continuing learning activities should be recognized in recruitment or promotion decisions. However, this principle is not directly applicable as IODE has no hierarchical relation with the trainees.However, this principle is not directly applicable as IODE has no hierarchical relation with the trainees. Nevertheless, members of an IODE network (one of the “ODINs”) who perform remarkably well in training events and in other international activities are assigned as mentors or leaders of follow-up activities.Nevertheless, members of an IODE network (one of the “ODINs”) who perform remarkably well in training events and in other international activities are assigned as mentors or leaders of follow-up activities.

42. 41 Quality continuing education: Budget for staff development A reasonable part of the institutional budget should be earmarked for staff development.A reasonable part of the institutional budget should be earmarked for staff development. However, this principle is not simple to apply to here. This program does not deal with the internal staff development in a particular library.However, this principle is not simple to apply to here. This program does not deal with the internal staff development in a particular library. Nevertheless, we can state here that a considerable part of the budget of IODE is earmarked for training activities.Nevertheless, we can state here that a considerable part of the budget of IODE is earmarked for training activities.

43. 42 Quality continuing education: Working hours provided for learning Employers should give staff paid time off to attend workshops, conferences and for learningEmployers should give staff paid time off to attend workshops, conferences and for learning In our case, the partner institutions send trainees to IODE training courses which take place during working hours.In our case, the partner institutions send trainees to IODE training courses which take place during working hours.

44. 43 Quality continuing education: Evaluation of education offerings Continuing education offerings for staff development are evaluated:Continuing education offerings for staff development are evaluated: »Immediately after a training session, each participant is invited to write a structured evaluation of courses and instructors. »Furthermore, recurring contacts with the same trainees allows a less formal exchange of ideas. »Also the formal IODE Groups of Experts & the IODE Committee evaluate training offerings.

45. 44 Quality continuing education: Examination of the outcomes The efficacy and outcomes of staff development should be assessed regularly.The efficacy and outcomes of staff development should be assessed regularly. IODE continuously examines the effectiveness and outcomes of trainings.IODE continuously examines the effectiveness and outcomes of trainings. This leads to improvements of the programs and products. Examples:This leads to improvements of the programs and products. Examples: »from ad hoc training workshops in various locations, to more streamlined training in 1 well equipped and training center »from NO collection of training materials, to materials collected on 1 WWW site.

46. UNESCO-IOC-IODE and “STRATEGIES for REGENERATING the LIBRARY AND INFORMATION PROFESSION”

47. 46 Strategies: Challenging existing structures Challenging existing organizational structures?!Challenging existing organizational structures?! One of the primary general aims of UNESCO is to stimulate co-operation on an international scale.One of the primary general aims of UNESCO is to stimulate co-operation on an international scale. IODE assists each member stateIODE assists each member state »to establish or improve a national infrastructure »to empower marine information centers to become valuable partners in marine science centers, with more assertive roles and functions  information management has climbed in status, coming closer to the respectful position of numerical data management.

48. 47 Strategies: Retention of information professionals Retention of trained information managers in marine science centers is desirable.Retention of trained information managers in marine science centers is desirable. This cannot be achieved easily:This cannot be achieved easily: »In developing countries, government salaries are low in comparison with those in the private sector.  staff trained by IODE is frequently “headhunted” by the private sector or promoted out of the information specialty within their own institution.

49. 48 Strategies: Developing leaders Training employees to be good leaders is desirable.Training employees to be good leaders is desirable. Not easy. Can leadership be learned?Not easy. Can leadership be learned? In IODE, just a few training sessions cannot “upgrade” employees to managers / leaders.In IODE, just a few training sessions cannot “upgrade” employees to managers / leaders.

50. 49 Strategies: Developing leaders However several trainees have emerged as natural leaders and have contributed to the active development of their ODINs.However several trainees have emerged as natural leaders and have contributed to the active development of their ODINs. Information managers who perform well are given a role as “leader” of a project in some regional network.Information managers who perform well are given a role as “leader” of a project in some regional network.

51. 50 Strategies: Developing leaders In addition, efforts are made to convince information managers of some ideas related to management and leadership:In addition, efforts are made to convince information managers of some ideas related to management and leadership: »Taking over ICT management from ICT experts offers advantages »Skills required for convincing presentations and communication are not only desirable for top management, but also for information managers.

52. 51 Strategies: Creating a positive work environment Positive work environment fosters productivity and is therefore desirable, for employee as well as employer.Positive work environment fosters productivity and is therefore desirable, for employee as well as employer. However, IODE cannot intervene in the work environment of the employees in the marine science centers.However, IODE cannot intervene in the work environment of the employees in the marine science centers.

53. 52 Strategies: Creating a positive work environment Nevertheless IODE makes efforts in the following ways:Nevertheless IODE makes efforts in the following ways: »better computer facilities and access to Internet »higher status of information management »training courses and workshops »functioning in a more international context

54. 53 Strategies: Teambuilding Feeling that one is a valuable member of a good team fosters productivity.Feeling that one is a valuable member of a good team fosters productivity. IODE considers training courses and workshops as teambuilding events.IODE considers training courses and workshops as teambuilding events. Furthermore, the “team” is enlarged from the local national center to a regional, international “team”.Furthermore, the “team” is enlarged from the local national center to a regional, international “team”.

55. 54 Strategies: Mentoring and coaching IODE encourages mentoring and coaching:IODE encourages mentoring and coaching: »Experts from marine science centers and from universities serve as mentors to guide information managers in the network. »Gradually this role is taken over by leading information managers of the ODINs.

56. 55 Strategies: Involving professionals in professional associations IODE recommends that information managers who participate in one of the networks join professional associations such as the International Association of Aquatic and Marine Science Libraries and Information Centers http://www.iamslic.org/IODE recommends that information managers who participate in one of the networks join professional associations such as the International Association of Aquatic and Marine Science Libraries and Information Centers http://www.iamslic.org/ http://www.iamslic.org/ Membership is sponsored in some cases.Membership is sponsored in some cases.

57. 56 Strategies: Re-skilling The evolution from traditional librarians working with printed materials to more contemporary and assertive information professionals working with ICT is unavoidable.The evolution from traditional librarians working with printed materials to more contemporary and assertive information professionals working with ICT is unavoidable.

58. 57 Strategies: Re-skilling IODE supports this “re-skilling” withIODE supports this “re-skilling” with »workshops and training »learning WWW site, accessible free of charge = OceanTeacher

59. 58 OceanTeacher situated in UNESCO-IOC-IODE UNESCO UNESCO-IOC UNESCO-IOC-IODE UNESCO-IOC-IODE capacity building UNESCO-IOC-IODE OceanTeacher

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67. 66 Strategies: Conclusion IODE stimulates the exchange of marine data and information on an international scale.IODE stimulates the exchange of marine data and information on an international scale. An important component in the program is offering opportunities and products for continuing professional development.An important component in the program is offering opportunities and products for continuing professional development. This training environment is challenging due toThis training environment is challenging due to »the international scope and heterogeneity of the expert trainers as well as trainees »the application of ICT which is evolving quite fast

68. 67 UNESCO OFFERS PROFESSIONAL DEVELOPMENT ACROSS GEOGRAPHIC AND GENERATIONAL BOUNDARIES Paul.Nieuwenhuysen @ vub.ac.be Vrije Universiteit Brussel, B-1050 BrusselPaul.Nieuwenhuysen @ vub.ac.be Vrije Universiteit Brussel, B-1050 Brussel p.pissierssens @ unesco.org Head, UNESCO-IOC project office for IODE, Oostende BELGIUMp.pissierssens @ unesco.org Head, UNESCO-IOC project office for IODE, Oostende BELGIUM Questions or comments are welcome

69. 68 You are free to copy, distribute, display this work under the following conditions:You are free to copy, distribute, display this work under the following conditions: »Attribution: You must mention the author. »Noncommercial: You may not use this work for commercial purposes. »No Derivative Works: You may not change, modify, alter, transform, or build upon this work. For any reuse or distribution, you must make clear to others the license terms of this work.For any reuse or distribution, you must make clear to others the license terms of this work.