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5856 results in Facet Publishing

Page 154 of 293

  • CILIP equal opportunities and diversity statement

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

  • Summary

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

  • • All groups are empowered;

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

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

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

  • • Discrimination is challenged and tackled robustly.

    • In affirming this vision CILIP will seek:

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

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

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

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

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

  • Strategic plan

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

  • Summary

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

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

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

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

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

CILIP: the Chartered Institute of Library and Information Professionals Yearbook 2014-15
  • Kathryn Beecroft, Simon Edwards
  • Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    28 February 2015
  • CILIP: the Chartered Institute of Library and Information Professionals represents the largest professional body of librarians and information professionals in the UK. Its purpose and ambition is to promote and support the people who work to deliver a vision of a fair and economically prosperous society underpinned by literacy, access to information and the transfer of knowledge.It is the leading voice for information, library and knowledge practitioners, working to advocate strongly, provide unity through shared values and develop skills and excellence.

  • Discussion points and exercises

  • Alan Maclennan
  • Book:
    Information Governance and Assurance
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014, pp 183-186

  • Summary

    As stated in Chapter 1, there are clear answers to a few of the questions, but most are there to stimulate discussion, and some further points are made about these. Note that these are personal interpretations – don't take them as legal advice, and note that some are, in any case, ‘judgement calls’.

    Chapter 2

    1 You work in the Planning Department of a local authority, and receive a request for any information you hold regarding planning applications by a particular individual for a property at a particular address. What would your response be?

    Although the names of applicants do appear on planning applications, there could be a data protection issue, here, in that the collected applications constitute personal data about the applicant. Local authorities are obliged to make available certain details relating to planning applications, and may choose to do so via the internet. It may be appropriate to direct the enquirer to your register. Under Section 21 of FOIA, you could respond that the information is reasonably accessible by other means. The decision should be made by your records manager.

    2 What measures might you take to ensure the security of personal data held by your organization?

    There are many – you might introduce a ‘clear desk’ policy regarding personal data, ensuring that hard copies are locked away securely when not in use. Personal data taken out of the workplace should be encrypted. Securely remove or destroy data held on computer equipment which is being disposed of.

    3 You work in a hospital, and are asked by the mother of a 14-yearold patient for details about his treatment. How should you respond?

    The young person is the person with rights to their information. If you are confident that he can understand his rights, you should respond to any requests by him. In Scotland, the law presumes that a person of 12 years old or more has the capacity to make a Subject Access request. There is no specific age stipulated in Northern Ireland, England or Wales, but the Scottish decision could be taken as a reasonable guideline. However, it would be reasonable to refer the mother to the medical team.

  • 6 - Frameworks, policies, ethics and how it all fits together

  • Alan Maclennan
  • Book:
    Information Governance and Assurance
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014, pp 157-182

  • Summary

    Introduction

    So far, we have looked at a variety of functions which information governance performs within the organization. First, there was the area which people normally associate with information governance, if indeed they make any association at all – the part that it plays in complying with legislation. We saw that this is indeed essential, but also that the drive to comply is not, or should not be, the principal, let alone the only, reason for adopting sound information governance and assurance practices.

    We considered, in Chapter 2, the Data Protection, Freedom of Information, and Public Records (Scotland) Acts, and the Environmental Information Regulations, all of which are applicable in the UK, and noted that the same, or very similar, legislation is in place or pending in many other jurisdictions. We also noted that the movement of information between jurisdictions is another area for concern. We looked at the importance of adhering to standards in records management, and we have seen that the international standard ISO 15489 has been developed for this purpose.

    In Chapter 3, we looked at data quality issues and how they may be managed, and we also considered steps which can be taken to maintain and enhance data quality. Next, in Chapter 4, we examined the threats which could impact on the data we manage and the services we provide, and in Chapter 5 we have set these threats in a greater context of security, as some of the risks which we must manage. The relevant international standard series here is ISO 27000 (information technology – security techniques). We discussed risk management (ISO 31000) as a means of evaluating the different types of risks faced by an organization and the informed decision to transfer, avoid or minimize the effects of risk. Lastly, business continuity planning (ISO 22301) was discussed as a safeguard against the worst consequences of security breaches and equipment failures, amongst other disruptive events which might impact on the information service, as part of the larger organization.

    We have a range of elements there, and we have seen their individual importance to the operation of good information governance: so what remains is to contextualize them and fit them together into a picture of what contribution information governance and assurance can make to the total organizational structure.

Information Governance and Assurance
  • Reducing Risk, Promoting Policy
  • Alan Maclennan
  • Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014
  • This comprehensive textbook discusses the legal, organizational and ethical aspects of information governance, assurance and security and their relevance to all aspects of information work. Information governance describes the activities and practices which have developed to control the use of information, including, but not limited to, practices mandated by law. In a world in which information is increasingly seen as a top-level asset, the safeguarding and management of information is of concern to everyone. From the researcher who is responsible for ethical practices in the gathering, analysis, and storage of data, to the reference librarian who must deliver unbiased information; from the records manager who must respond to information requests, to the administrator handling personnel files, this book with equip practitioners and students alike to implement good information governance practice in real-world situations.

  • 5 - Security, risk management and business continuity

  • Alan Maclennan
  • Book:
    Information Governance and Assurance
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014, pp 113-156

  • Summary

    Introduction

    In terms of its inherent nature, security is sometimes described as an emergent property of networks and the organizations they support. Given security's many dimensions, the precise location where security is enacted cannot be readily identified. An organization's security condition is often determined in the interaction and intersection of people, processes, and technology. As the organization and the underlying network infrastructure change in response to the evolving risk environment, so will the state of an entity's security.

    Allen and Westby, 2007, 15

    This chapter goes hand in hand with Chapter 4, which described threats to our information, and how to deal with them. It would be under - standable to take the view that, having addressed the issue of threats, our organization is now secure, and this type of reactive approach is widespread. However, as in so many other areas of business, the external environment is changing, and expectations are changing, too.

    If we examine the idea of ‘security’ a bit more closely, taking an individual person as an analogy, security doesn't just mean locking the doors and windows of the house at night, and setting burglar alarms, though of course those are important elements. A person would like to be physically secure when outside the house, dealing with other people. He or she would like to be secure in their employment, to be treated fairly in business dealings, to be respected as a member of society. At whatever level of abstraction we examine the individual's interactions with their environment, there is an implicit notion of security as perceived freedom from concerns. This perceived freedom, though, will have been accomplished by the actions of many individuals, in their creation and maintenance of a society in which freedom is possible. Or, if you prefer, threats are like illnesses, which impact on our desired state of health. There is more to health than the avoidance and treatment of illnesses, although these are large factors in maintaining health.

    Similarly, there isn't a security process, it's more a way of doing the business processes.

  • 4 - Dealing with threats

  • Alan Maclennan
  • Book:
    Information Governance and Assurance
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014, pp 81-112

  • Summary

    Introduction

    Your organization is a custodian of data about your customers, staff and others you do business with, and it is your responsibility to deal with the data in a manner that demonstrates integrity. We have seen, in Chapter 2, that where data protection legislation exists, there is a legal requirement to safeguard personal data. In Chapter 3, we have seen that the data provided by a person in one context may be enhanced or enriched by judicious use of data from other sources. This ‘value-added’, higher-quality data set is an even bigger asset than what we started with – through synergy it has become more than the sum of its parts and certainly needs the same level of protection.

    The Ponemon Institute's eighth annual study into the cost of a data breach in almost 300 companies, nine countries and 16 industries revealed that in 2012, this amounted to an average of US$136 per compromised customer record, a rise from the 2011 figure of US$130 per record (Ponemon Institute, 2013). The costs to German and US organizations, however, were higher, at US$199 and US$188, respectively. Other findings of interest were that data breaches as a result of malicious and criminal attacks and botnets were more costly, and that breaches due to the negligence of insiders accounted for 35% of breaches, malicious attacks being responsible for 37%, and ‘system glitches’ – IT and business process failures – for the remainder.

    There are multiple threats to an organization's data, and the levels of threat behaviour facilitated by the internet, in particular, mean that taking precautions ought to be standard practice, rather than a sign of excessive caution. When an automated scanning program can check millions of IP addresses for vulnerabilities in less time than it takes to describe what it is doing, the responsible way for an organization to act is to erect its defences first, and then build behind them. Prevention rather than cure is what we must aim for, because breaches of security are irreversible, as regards the data that are lost, leaked or damaged.

    It has become conventional to divide threats into internal threats, which originate within the organization, and external threats, which come from outside the organization.

  • 1 - Introduction

  • Alan Maclennan
  • Book:
    Information Governance and Assurance
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014, pp 1-8

  • Summary

    Rationale

    ‘Information governance’ describes the activities and practices which have developed around people's attempts to control the use of information, including, but not limited to, practices mandated by law. If we create a records management policy for an organization, we apply information governance principles. When legislatures pass laws to protect our personal information, they are attempting to enforce good information governance. At a personal level, good practices regarding password selection for online resources, or encryption of sensitive data, can constitute information governance. In a world in which information is increasingly seen as a top-level asset, the safeguarding and management of information is of concern to everyone.

    Because information and its uses pervade our lives, it is important that it is handled efficiently. Because of increasing concerns regarding access to information, and regarding the consequences of misuse of information, there is a growing body of legislation worldwide which applies to the collection, storage, use and disposal of information. There is also a growing concern regarding the ethical use of information, and there is pressure on those handling information to be able to demonstrate that their handling of information meets ethical standards.

    These factors are relevant to all involved in information work, from the researcher who is responsible for ethical practices in the gathering, analysis and storage of data to the reference librarian who must deliver unbiased information; from the records manager who must respond to information requests to the administrator handling personnel files.

    Since aspects of information governance permeate information work, it is important that students in the information professions are aware of, and are equipped to implement, good practice in a wide range of areas of application.

    The aim of this book is to present information governance as the key to the successful integration of the information professions with the organizations which they serve, with the interests of the individual and with society at large.

    Data and information

    The terms ‘data’ and ‘information’ were both used in the last section – there is some overlap in the meanings commonly given to the two terms, and this may result in confusion, because often they are used interchangeably.

  • 3 - Data quality management

  • Alan Maclennan
  • Book:
    Information Governance and Assurance
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014, pp 47-80

  • Summary

    On two occasions I have been asked [by members of Parliament!], ‘Pray, Mr Babbage, if you put into the machine wrong figures, will the right answers come out?’ I am not able rightly to apprehend the kind of confusion of ideas that could provoke such a question.

    Charles Babbage (Babbage, 1864, 67)

    Introduction

    We looked in the last chapter at the importance of making sure that the data that some organizations hold and supply on various topics are accurate, up to date, not excessive and secure in both their storage and disposal. It is important, though, to remember that, while not all organizations are in the public sector, and not all organizations are data controllers in the eyes of the law, all organizations have a reliance on the quality of their data that extends beyond mere compliance. This chapter deals with the growing importance of data quality in the operation of organizations, and at how data consistency, validity and quality can best be maintained. Although the term ‘databases’ is frequently used in this chapter, it is important to remember that our concern is not only with relational databases and database management systems, such as Oracle, MySQL or Microsoft Access. Many of the information systems we depend on, such as spreadsheets, or even text documents, are ‘flat file’ databases – holding multiple instances of the same record type.

    Many systems which are represented as performing quite individual and specialized functions, for example customer relationship management (CRM), content management systems (CMS), or enterprise resource planning (ERP) systems are, in fact, databases with a sophisticated user interface. Another example is integrated library management systems (ILMS). An actual database management system makes it easier to handle and to perform operations on large amounts of data, but any information professional will rely on something which is, effectively, a database, and the points made in this chapter apply to all of these.

    The impact of large databases and the application of data quality tools are discussed, and the importance of a data quality policy is stressed. This is primarily an internal issue for the organization – the next chapter deals with external threats.

  • 2 - The laws and regulations

  • Alan Maclennan
  • Book:
    Information Governance and Assurance
    Published by:
    Facet
    Published online:
    08 June 2018
    Print publication:
    30 June 2014, pp 9-46

  • Summary

    Introduction

    In this chapter, we will examine the external drivers which influence organizations towards practising good information governance. These are pieces of legislation, regulation and standards which are imposed from outside the organization, and which either must be complied with in order to avoid penalties, or which define benchmarks against which the practices and performance of the organization can be judged.

    Sometimes these, in particular the pieces of legislation, are themselves referred to as ‘information governance’, in that they impose rules which govern what organizations do with information. However, as we've seen in Chapter 1, a more constructive way of understanding the term is to think of ‘information governance’ as those practices which lead to efficient, effective and ethical use of information. The fact that we also avoid legal repercussions simply means that the law recognizes our practices as being correct.

    The specific laws and regulations dealt with in this chapter will be those which apply in the UK, as space does not permit discussion of equivalent legislation in other legislatures, but it will be found that similar legislation exists in a large number of countries – in March 2013, Rwanda became the 94th country to pass a Right to Information Act (Freedominfo.org, 2013). The equivalence of EC countries’ data protection laws to those in the UK is discussed in the section ‘The eighth principle’ (page 32), as is the list of ‘third’ countries recognized by the EC as having equivalent legislation. Other states, including the 21 members of the Asia-Pacific Economic Co-operation Group (APEC) have agreed on privacy principles, and Argentina, Canada, Hong Kong, Israel and Russia have based their laws on the European model (Kuner, 2010).

    The USA has had a Freedom of Information Act since 1966. It applies to records held by federal agencies, such as the Department of Justice and the Department of Health and Human Services, and gives individuals the right to access any agency record, except for those protected from public disclosure for reasons of national security, for example. It also requires the agencies to automatically publish other information, including lists of frequently asked questions and answers to them (FAQs).

Page 154 of 293