Collaborative Strategies for Day Labor Centers

This guide is designed to assist local officials, immigrant serving organizations, day labor center planners and leadership, and others to understand how collaborative relationships and partnerships can help communities to effectively establish, support and sustain day labor centers

Implementing State Health Reform: Lessons for Policymakers

Drawing on five states' experiences, discusses questions and considerations, including the need to coordinate state agencies' work and share data, simplify eligibility and enrollment procedures, and involve community groups and businesses in outreach

Discovering academics' key learning connections: An ego-centric network approach to analysing learning about teaching

The aim of this exploratory study is to investigate the role of personal networks in supporting academics’ professional learning about teaching. As part of a wider project, the paper focuses on the composition of academics’ networks and possible implications of network tendencies for academics’ learning about teaching. The study adopts a mixed-method approach. Firstly, the composition of academics’ networks is examined using Social Network Analysis. Secondly, the role of these networks in academics’ learning about teaching is analysed through semi-structured interviews. Findings reveal the prevalence of localised and strong-tie connections, which could inhibit opportunities for effective learning and spread of innovations in teaching. The study highlights the need to promote connectivity within and across institutions, creating favourable conditions for effective professional development

Planning strategically, designing architecturally : a framework for digital library services

In an era of unprecedented technological innovation and evolving user expectations and information seeking behaviour, we are arguably now an online society, with digital services increasingly common and increasingly preferred. As a trusted information provider, libraries are in an advantageous position to respond, but this requires integrated strategic and enterprise architecture planning, for information technology (IT) has evolved from a support role to a strategic role, providing the core management systems, communication networks, and delivery channels of the modern library. Further, IT components do not function in isolation from one another, but are interdependent elements of distributed and multidimensional systems encompassing people, processes, and technologies, which must consider social, economic, legal, organisational, and ergonomic requirements and relationships, as well as being logically sound from a technical perspective. Strategic planning provides direction, while enterprise architecture strategically aligns and holistically integrates business and information system architectures. While challenging, such integrated planning should be regarded as an opportunity for the library to evolve as an enterprise in the digital age, or at minimum, to simply keep pace with societal change and alternative service providers. Without strategy, a library risks being directed by outside forces with independent motivations and inadequate understanding of its broader societal role. Without enterprise architecture, it risks technological disparity, redundancy, and obsolescence. Adopting an interdisciplinary approach, this conceptual paper provides an integrated framework for strategic and architectural planning of digital library services. The concept of the library as an enterprise is also introduced

Cooperative Purchasing Micro-Evolutions: A Longitudinal International Study

This paper deals with the evolution of relatively young purchasing groups. Although previous research focussed on macro-evolutionary phases of purchasing groups, no attention has yet been paid to the intra-phase developments, the so-called ‘micro-evolutions’. Insight into micro-evolutions is crucial to better understand how purchasing groups (can) develop over time. We conducted three in-depth case studies in different countries and identified five dimensions of micro-evolutions: member relationships, objectives, activities, organisation, and resources. For each dimension, we provide an overview of micro-evolutions to guide purchasing groups in developing the dimension. We conclude that the dimension ‘activities’ is very important and that purchasing groups do not have to develop the dimensions simultaneously