Mining web data for competency management

We present CORDER (COmmunity Relation Discovery by named Entity Recognition) an un-supervised machine learning algorithm that exploits named entity recognition and co-occurrence data to associate individuals in an organization with their expertise and associates. We discuss the problems associated with evaluating unsupervised learners and report our initial evaluation experiments

Final Research Report for Sound Design and Audio Player

This deliverable describes the work on Task 4.3 Algorithms for sound design and feature developments for audio player. The audio player runs on the in-store player (ISP) and takes care of rendering the music playlists via beat-synchronous automatic DJ mixing, taking advantage of the rich musical content description extracted in T4.2 (beat markers, structural segmentation into intro and outro, musical and sound content classification). The deliverable covers prototypes and final results on: (1) automatic beat-synchronous mixing by beat alignment and time stretching – we developed an algorithm for beat alignment and scheduling of time-stretched tracks; (2) compensation of play duration changes introduced by time stretching – in order to make the playlist generator independent of beat mixing, we chose to readjust the tempo of played tracks such that their stretched duration is the same as their original duration; (3) prospective research on the extraction of data from DJ mixes – to alleviate the lack of extensive ground truth databases of DJ mixing practices, we propose steps towards extracting this data from existing mixes by alignment and unmixing of the tracks in a mix. We also show how these methods can be evaluated even without labelled test data, and propose an open dataset for further research; (4) a description of the software player module, a GUI-less application to run on the ISP that performs streaming of tracks from disk and beat-synchronous mixing. The estimation of cue points where tracks should cross-fade is now described in D4.7 Final Research Report on Auto-Tagging of Music.EC/H2020/688122/EU/Artist-to-Business-to-Business-to-Consumer Audio Branding System/ABC D

Library Resources: Procurement, Innovation and Exploitation in a Digital World

The possibilities of the digital future require new models for procurement, innovation and exploitation. Emma Crowley and Chris Spencer describe the skills staff need to deliver resources in hybrid and digital environments. The chapter demonstrates the innovative ways that librarians use to procure and exploit the wealth of resources available in a digital world. They also describe the technological developments that can be adopted to improve workflow processes and they highlight the challenges faced on this fascinating journey

Methods and Datasets for DJ-Mix Reverse Engineering

International audienceDJ techniques are an important part of popular music culture. However, they are also not sufficiently investigated by researchers due to the lack of annotated datasets of DJ mixes. Thus, this paper aims at filling this gap by introducing novel methods to automatically deconstruct and annotate recorded mixes for which the constituent tracks are known. A rough alignment first estimates where in the mix each track starts, and which time-stretching factor was applied. Second, a sample-precise alignment is applied to determine the exact offset of each track in the mix. Third, we propose a new method to estimate the cue points and the fade curves which operates in the time-frequency domain to increase its robustness to interference with other tracks. The proposed methods are finally evaluated on our new publicly available DJ-mix dataset. This dataset contains automatically generated beat-synchronous mixes based on freely available music tracks, and the ground truth about the placement of tracks in a mix

Rethinking Models of Evaluation: Sustainability as the Goal of International Cultural Organisations

The purpose and conduct of organisational evaluation is variously defined and understood. With the shift to the ‘new managerialism’ and the steady advance of audit culture in the public sector, evaluation models have proliferated but they are often narrowed to crude measures of impact and performance. They subject people to unhelpful, top-down forms of appraisal and accountability in the interests of transparency and economic efficiency with little respect afforded to the multiple perspectives and divergent goals of the actors involved. There is often a lack of clarity about what is being evaluated and from whose perspective. This paper traces the development of the Cultural Value Model (CVM). It was developed as part of UK-wide research programme aimed at rethinking how we assess the value of cultural activities. The primary objective of the CVM is to provide an analytical and methodological framework for re-conceiving models of evaluation. In particular, it shifts the frame of analysis away from impact to value. Our project aimed to deliver a robust, evidence-based understanding of the changing cultural value of the British Council (BC) and BBC World Service (BBCWS). These publically funded international organisations are an integral part of the UK’s diplomatic infrastructure and subject to stringent accountability measures to satisfy diverse stakeholders. They are experiencing rapid and convulsive change in response to financial, technological and geopolitical forces and their purpose and value is being questioned. In the paper we argue that the CVM, in fostering a more engaged, participatory approach to performance evaluation challenged and even subverted existing practices but with mixed results. In the case of the BC, it generated a high degree of interest and engagement to the extent that it is currently being adopted and integrated into organisational practices. In contrast, the BBCWS were more resistant to innovation believing that their audience ratings and internal reviews suffice. The flexible adaptability of the CVM presents an opportunity for other organisations to move from away from top-down performance and impact assessment towards a more inclusive, reflective and sustainable model of value. However we need to get a better understanding the organisational constraints that obstruct innovation if more participatory models of learning, monitoring and evaluation are to intervene in social and organisational processes and achieve sustainable models of good practice