Slany Chapternews Newsletter Summer 2002

ChapterNews Volume 74, #4 Summer 2002

Greetings from Agnes Mattis

IN THIS ISSUE

Agnes Mattis, President

President’s Report Greetings from Agnes Mattis.. ...........................1

ow did she become President? I can hear you asking this question when you read my name above. Well, it’s a long story. Back in May at the Chapter Annual Meeting, you elected Leslie Slocum to be your President Elect. Shortly after, Leslie got a promotion at the British Information Service. She is no longer in the library and with her additional responsibilities she had to resign as President Elect. In the event of a resignation by a board member (other than President), the remaining board members elect a Chapter member to fill the vacant position. So, in July, I became your President Elect, after Leslie’s resignation. Then, in August, President Bethann Ashfield had to resign as President due to a serious illness in her family. Bethann felt that she needed to concentrate all her energies on her family and her job at the New York Stock Exchange. I’m sure that you will join me in wishing Bethann well and to hope for the speedy recovery of her mother. According to Chapter bylaws, if the President resigns or cannot fulfill the term of office, the President Elect becomes President and the office of President Elect remains empty until the next election. So, in a matter of two months, I went from being a regular Chapter member to President Elect, to President, for a term of two years!

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SLA – Plenty of Opportunities to Grow and Volunteer..............2 Up Close to a Stereotype .............4 Lights, Cameras...Action! .............7 Knowledge Services Specialist Librarians in the New Profession ..............8 Celebrations for Carol Ginsburg ..........................9 Essence of a Successful Intranet .................10

Let me assure you I will do my best to lead the Chapter during my term as President. The entire Board of Directors has committed itself to bringing Chapter members a year of successful programs and activities.

New York Chapter Awards .........13

Speaking of the year ahead, the Chapter will have a meeting on October 29 at the British Consulate entitled “Turning the Pages.” Clive Izard of the British Library will discuss the award winning interactive imaging system developed by the British Library, which recently digitized images of their world famous manuscripts collection. I want to thank Leslie Slocum for offering this program and for arranging for the use of the British Consulate facility. A meeting notice will go out shortly to the NY Chapter discussion list. You must pre-register and attendance is limited to 150.

Social Science Division: We Want You! .........................14 Members in the News.................14 Website Resources – Anti-Money Laundering Sites..15

Our Holiday Party will be at a new and exciting venue this year. We will meet at the Manhattan Penthouse at 80 Fifth Avenue on Tuesday, December 3. I hope you can join your fellow Chapter members at this festive occasion to kick-off the holiday season. A warm thank you to LEXIS-NEXIS for their very generous sponsorship of the holiday party. Their contribution allows us to control the cost of the Holiday Party to our members.

ADVERTISERS Dialog ............................................6 EBSCO ..........................................5 Heller and Associates...................5

There will be other events in the chapter year: virtual seminars, professional development programs and Career Day. You will hear more about these events throughout the year. But the really big event will happen in June 2003 when the SLA Annual Conference returns to New York after 14 years! The last annual conference that was held in New York was in 1989! Plans are already underway to bring a very exciting and enriching program to our great city. I hope every NY Chapter member will attend to help make it the most successful SLA conference ever.

InfoCurrent ..................................10 Library Co-Op ...............................3 NKR Associates ............................4 Pro Libra........................................7 Wontawk .....................................14 ChapterNews

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SLA – Plenty of Opportunities to Grow and Volunteer

ChapterNews New York Chapter Special Libraries Association Summer Vol. 74, No. 4

by Marty Cullen, Past President

PUBLICATION SCHEDULE he Special Libraries Association’s strength is in its grass roots volunteerism. Having just completed a year as the Chapter’s President I can attest to the fact that it’s hard work but also very rewarding. No matter how hard you work in SLA you always get more out of the experience.

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ChapterNews, the bulletin of the New York Chapter of the Special Libraries Association, is published four times a year. Deadlines for submitting materials:

Fall issue ....................August 15 Winter issue...............November 15

To me, any role in a professional association is an important one. Before committing five years as NY Chapter Business & Finance Chair-Elect, Chair, Chapter President Elect, President and now Past President, I had been involved in the Law Librarians Association of Greater New York. I can tell you that organizing luncheons, checking attendance at meetings, and even drawing up flyers were all rewarding endeavors.

Spring issue................February 15 Summer issue.............May 15

Submit all material to:

Thomas Pellizzi Interim ChapterNews Editor E-mail: [email protected]

The benefits of getting involved are many. SLA has allowed me to grow at work as it presented me with challenges that work just could not offer. For example, learning how to get people to do things when they don’t work for you is an invaluable skill.

Submissions: Articles on topics of general interest to information professionals and the New York Chapter are welcome. Authors can send submissions via e-mail as text file or MS Word for Windows attachments, or with article in the body of the e-mail. Please use single-line spacing, Courier font, with minimal use of boldface and italics. Include a byline with your full name and place of work.

After September 11th the SLA community proved invaluable as fellow members offered us space and data. It also offered the Chapter the opportunity to do more for the membership by grieving for three of our members who were killed, bringing in a counselor, and having three Library Director’s talk about their experiences.

ADVERTISING inquiries should be addressed to:

Laura Kapnick, CBS NEWS 524 West 57th Street New York, NY 10019-2985 Telephone: (212) 975-2917 or E-mail: [email protected]

Throughout the next year there will be plenty of opportunities to volunteer, beginning locally with Chapter meetings and concluding with the Annual Conference coming back to New York for the first time since 1989. For more information please visit www.sla.org

Special Libraries Association assumes no responsibility for the statements and opinions advanced by contributors to the Association’s publications. Editorial views do not necessarily represent the official position of Special Libraries Association. Acceptance of an advertisement does not imply endorsement of the product by Special Libraries Association.

Members Only – Get Involved section.

CHAPTERNEWS STAFF Director of Publications Interim ChapterNews Editor Advertising Manager Webmaster ChapterNews

Thomas Pellizzi Thomas Pellizzi Laura Kapnick Konrad Will 2

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Up Close to a Stereotype by Jamie Russell

NKR Associates he library staff at BusinessWeek was as surprised as the rest of our readers at the stereotyped image used to portray our profession in the March 18, 2002 story on the potential shortage of librarians. (“Psst! Help Wanted in the Stacks”, by Kimberly Weisul.) We had worked with the reporter on that story, as we do on much of the editorial content of the magazine, but we’re generally not involved with the graphics for any story, so it was not unusual for us to have been out of that loop.

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We saw it for the first time when the magazine was published. We responded internally immediately, letting our views be known, and trying to determine to our own satisfaction how this basic ‘disconnect’ could occur with folks we work with on a professional basis every day of the week. What I can tell you is that none of us recognized the woman depicted as anyone we knew — let alone work with!

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It was all the more puzzling because the BusinessWeek research library is a great place to work — the staff works very closely with BusinessWeek editorial staff as part of the reporting teams that come together each week to create the best possible coverage for our readers. We’re one of the few major weekly magazines where the library staff gets bylines along with reporters for work in which we’ve made a major contribution. We are highly regarded internally for our research, as well as for the web training and Intranet research site we provide for reporters. Our editorial staff is extremely professional, highly intelligent, and objectively generous about sharing the credit when it’s appropriate. In a venue where bylines are the currency of the culture, that’s saying a lot.

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another shot at a pink-collar profession. But Jim Matarazzo’s succinct, tongue-in-cheek/gently-chiding letter said it best, and was published in our letters-to-the editor section, called Readers Report, on April 8, 2002. (Jim is the very-recently-retired Dean of the Simmons Graduate School of Library and Information Science.) Both ALA and SLA were apprised of the story, but did not respond.

Various reasons for the choice of that image were proffered internally. Most bespoke a very real disconnect between the stereotype of our profession, and the reality of what we do, who we are, even what we look like — in the minds of the editors making these choices. This is an issue we as a profession have suffered with and struggled over for decades — and will no doubt continue to do so. At issue are semantics, comfortable but outdated mindsets, and convenient stereotypes that require no thinking or questioning. Unfortunately, these perpetuate the problem and do the most disservice to a story that was a good recruiting piece, and could have been great — but what would anyone advise their son or daughter about a profession depicted as ours was in the photo?

After the story ran, we began posting other published versions of librarianship on the windowed wall of the research library — the Honda ad, The New York Times piece from last summer about the diversity of backgrounds in the field, the Bacardi Rum ad, and a few other imagebusting views. The responses were as interesting as the topic — some folks thought these views, as well as the BusinessWeek stereotyped image, were “cute” — and this was from young people! Some were offended, not by BusinessWeek’s photo, but particularly by the Bacardi ad of a scantily clad model, complete with Batman tattoo, with the tag line “Librarian by day – Bacardi by Night.” We all tried to tactfully point out that the extremity of that image was equally as ungrounded in reality as the tightlipped, tight-bunned, buttoned up, shushing librarian.

The response from BusinessWeek’s readership was swift and broad. We heard from biker librarians, belly-dancing librarians and others who were generally outraged at ChapterNews

Special Projects Workflow & Systems Database Design & Development Records & Archival Management Intra/Internet Projects Cataloging & Indexing Inmagic software experts

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The ‘wall’ has changed now. We post the follow-up stories that have resulted from BusinessWeek’s raising of a very important issue — the real problem of a potential shortage of librarians. We’ve included the Boston Globe online piece this June, and the Dallas Morning News story of May 21, which did a great job of image-busting, by interviewing and picturing spikey-haired librarians who play in punk rock bands, or who look like the rest of us — contemporary, hip or not, barely identifiable in a crowd, in fact. Ultimately, I have to believe that raising the topic was more important than any beating we took from the accompanying image. At a time when corporations, schools and the public are looking increasingly toward public libraries to provide internet access, internet training for potential hires, internet screening for our children, and when the entire literate world is suffering from information overload, I hope our story will encourage positive consciousness-raising effects. But that’s for another story. Jamie Russell is the Director of Information Services at BusinessWeek. Editor’s Note: Some readers may find the following website interesting. It was brought to my attention by Dorothy NelsenGille. http://atst.nso.edu/library/perception/

Global Library & Records Staffing Specialists Over 25 years of staffing experience Providing temporary, permanent and consulting services New York Office

Heller & Associates Inc. 2 West 45th Street, New York, NY 10036 Tel: 212-819-1919 Fax: 212-819-9196 www.hellerandassociates.com e-mail: [email protected] Chicago Office

Heller Information Services Inc. 53 West Jackson Blvd. Chicago, Ill 60604 Tel: 312-922-6740 Fax: 312-922-6741 e-mail: [email protected]

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Lights Camera...ACTION! by Sandra Kitt n New York a person’s worth is judged by their profession, and maybe where they live. In L.A. the criteria is the car you drive. Since Angelinos spend an indecent amount of time on the road the game is to guess what business a person does based on their model of car. Here’s a hint: driving a Mercedes is typical. And everyone thinks they are a star.

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The Hollywood film industry is one of the major employers in Southern California. The other is UCLA. These are considered ‘star vehicles’. But you wouldn’t have thought so at this year’s annual Special Libraries Association conference, which was held in L.A. Amidst all the courses, programs, tours, board meetings and exhibits, the New York Chapter managed to grab center stage, and hold on for the duration. And we only had a supporting role! Next year’s annual conference will be held in New York City. In preparation for what is hoped to be a grand turnout of SLA members, the New York Chapter staffed and maintained an information booth at the L.A. conference. Our purpose was to dispense maps, brochures, direction, and to answer questions about the conference site in 2003. Where will the conference be held? (Answer: The New York Hilton, The Sheraton Hotel and Towers, and the Marriott Marquis Hotel). How far apart are the venues from each other? What is the average cost to get in from the airports?

of black and white cookies. More than two hundred business cards were collected for the drawings. All three winners were announced on the last day of the conference, and the prizes were all claimed. The one item, however, which really put the New York Chapter on the Walk Way of the Stars was the New York taxi lapel pin which our Chapter volunteers handed out to eager and delighted conference attendees. We only had 500 pins which were rationed over the five days of the conference. Still, there were countless disappointed librarians who didn’t get one. We discovered, however, that the pin was more than just a cute freebie. People also coveted it as a presentation of a city which had gone through so much after 9/11, but whose spirit was still indomitable. We were proud of that, and gratified to hear how many attendees at the L.A. conference were eagerly awaiting next year.

We also gave out what seemed like tons of chocolate wrapped in the shapes of basketballs, baseballs and footballs, in honor of our local sports teams. Given the size limitations of the space (about 8x10') the booth assigned to the Chapter was simply decorated. Sports banners were displayed against the drape which made up the back wall. In front we displayed a mounted poster of New York’s spectacular skyline photographed at night. The other poster was a blow-up map of mid-town Manhattan with all three conference hotels for next year clearly indicated. It was the perfect visual to allow those planning to attend next June to see not only where we’ll be, but also what’s in the immediate surrounding streets (LOTS of restaurants, shopping, and tourist attractions).

While I’m happy that the Information Booth was so well received, I am most proud of the 32 Chapter members who willingly volunteered their time to answer questions...and represent New York. Everyone did so cheerfully, and this was not lost on the many people who stopped by to visit and chat. The Chapter volunteers were the stars of the moment, and to each of them I extend my heartfelt appreciation for a job well done. If I could, I’d give each of you a little statuette called Oscar.

The New York Chapter planning committee for the booth also decided to hold three prize drawings with each give-away representative of our great city. They included three bottles of wine from various vineyards around the state, a basket of New York entertainment which consisted of two videos (“Breakfast At Tiffany’s”, the quintessential New York movie, and “Manhattan”), two DVDs and two books about the city. The final gift was a cookie jar in the shape of a taxi cab with packages ChapterNews

Sandra Kitt, Richard S. Perkin Collection Astronomy & Astrophysics, American Museum of Natural History (212) 769-5215, Fax: (212) 769-5009, e-mail: [email protected] 7

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Knowledge Services Specialist Librarians in the New Profession

Of course the evolution has not — and will not — be accomplished without some bumps and some resistance. For example, as specialist librarians move toward their role as knowledge services practitioners, the distinctions between what they do and what other librarians do will become even more pronounced, more striking. Specifically, the affiliations between specialist librarians and typical librarianship of the later 20th century — already tenuous at best — will definitely be broken. As the new knowledge services profession takes hold, bringing with it information specialists, knowledge managers, and learning providers from many different professions, disciplines, and types of work, that connection will be lost. Most of these people will have nothing in common with (and perhaps have not even heard of) the approaches to information delivery that so typically characterize American librarianship, and there will be little — if any — need for traditional librarianship and knowledge services to be affiliated.

by Guy St. Clair he new knowledge services profession is going to be made up of many different knowledge workers, coming from many different professions, disciplines, and types of work. It will be a profession that comes from the convergence of information management, knowledge management, and strategic (performance-centered) learning. And it will be the new knowledge services profession that will provide the practitioners who enable Knowledge Development/Knowledge Sharing (KD/KS) in the organizations where they work.

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What a splendid opportunity for specialist librarians! Specialized libraries — and the people who work in them — have always been on the cutting edge in information and knowledge delivery. And certainly when we think about some of the advances in information management that have been led by specialist librarians, their transition into the realm of knowledge services is going to be, indeed, a smooth one. For those who want to embark on this splendid journey, it will be an almost seamless and certainly an almost painless transition.

Not so with specialized librarianship, of course. Here is how Marion Paris described the situation in the December 1999 issue of Information Outlook, previewing for us some of what the new knowledge services profession is going to be like: … In searching for the technical, the obscure, the undocumented fugitive report, or the one final detail that will win a new client, special librarians have always been indifferent [to] walls and boundaries. Special librarians networked long before the noun underwent linguistic conversion into a verb…. Whether the context is a corporation or a museum or a military installation or a specialized academic collection or a research and development laboratory, the ethos of special librarianship veers sharply away [from that of other types of libraries]. … According to the [American Library Association’s] Library Bill of Rights special librarians are heretics. You practice censorship; you do not as a rule educate your customers; you do your clients’ work for them, you acknowledge and admit that all customers of your libraries are not created equal. Summoning the totality of who you are (in possession of intelligence, education, experience, discernment and no small amount of cultivated prescience), you anticipate needs and cater to your customers. Moreover, it is essential to your credibility and to the continuing prosperity of your libraries that you make judgments about information sources and means of locating them. Means, by the way, that may be unconventional, but invariably their ends justify them. You create new information on demand. Knowledge management is merely a fresh take on your expertise.

Knowledge services calls for professional workers who understand (and know how to implement, for their customers’ benefit) information management, knowledge management, and strategic learning. Specialist librarians, building on models and guidelines that their community has developed over the past 93 years, are uniquely qualified to be knowledge services professionals. Starting with John Cotton Dana’s recognition that a new kind of librarianship geared to meet the needs of specialized institutions and users was required, on through the 1993 recommendations of SLA’s ground-breaking PREPS Commission, to the 1996 competencies document and its enthusiastic acceptance in the international information management community, to the current recognition of specialist librarians as knowledge professionals providing focused information and services, these knowledge workers have demonstrated—and continue to demonstrate — that they are the experts in what will be a new profession. It is an evolution — this move from specialist librarianship to knowledge services — that is so truly relevant it is almost natural in its development. The fit is perfect.

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Celebrations for Carol Ginsburg

Let’s recognize, though, that knowledge services is more than knowledge management. In fact, as I’m saying over and over, knowledge services is the convergence of information management, knowledge management, and strategic learning. Its great value is in this convergence, and, as one colleague has pointed out, for many organizations the concept of knowledge services makes more sense than knowledge management, per se. KM has not always (even yet!) been readily accepted into the management mainstream. There are probably many reasons for this, but one seems fairly straightforward. For many business leaders, KM — as a concept — has been difficult to understand, mainly because KM as a cultural construct has been around for as long as human beings have been communicating with one another. The only new “piece” is technology. So knowledge services, as a concept, makes more sense. It is less ambitious and more focused than KM. It is also — not to push this idea too hard! — more in line with the capabilities of specialist librarians and other information professionals whose roles have expanded and now include the very attributes of information work that are required for success in knowledge services delivery.

By Roni Pidala On July 31, 2002 many members of the special libraries community celebrated Carol Ginsburg’s retirement from Deutsche Bank at two separate parties. Carol had worked at Bankers Trust (and then Deutsche Bank, after the merger of the two firms) for over 20 years. She is a Past President of the New York Chapter and has been active in SLA for many years, both in official positions and as a speaker at Chapter and Association events. In addition, Carol has mentored many grateful information professionals over the years, and has inspired many more through her impressive career path and her rise to the position of Managing Director at the bank. The first party was an afternoon gathering at Deutsche Bank offices on 52nd Street, near Avenue of the Americas. Members of DB Business Information Services organized this party, and the revelers included present and former information center staff (some coming from as far away as London and Tokyo) and other staff members of the bank. In addition, many colleagues and friends in the industry, and family members attended this party. Carole Ottenheimer, former DB InfoCenter Manager, spoke a heartfelt tribute to Carol.

Have I convinced you? Do you now see yourself as a member — no, as a leader — in the new knowledge services profession? Of course you do, because, as Paris as noted, it’s what we’ve been doing all the time. Once you begin to think of the work that you and your colleagues do, and the roles that you play in your organization, in terms that build on knowledge development and knowledge sharing, you’re on the road to great success as a knowledge services professional. In this new capacity, you will be laying the foundations for a new approach to information and knowledge delivery that can’t help but be valuable to the organization that employs you and which will, at the same time, establish you as the knowledge leader that you’ve always wanted to be.

Friends from the Chapter also organized a second “surprise” party, to continue the tribute at the Chemist’s Club. The planners, Pam Rollo, Steve Kochoff and John Ganly moved swiftly to the ceremonial aspects of the party, presenting Carol with a crown and red satin cape, offset by a bouquet of roses. Thereupon the testimonials began, from additional heartfelt remembrances to witty commentary. Carol was then presented with a special gift — an Hermes scarf — designed for the bicentennial, which has become a collector’s item. In sum: these were two great parties for a great lady.

Reference

Paris, Marion. “Beyond competencies: a trendspotter’s guide to library education.” Information Outlook, 2 (12), December, 1999. Guy St. Clair is Consulting Specialist, Knowledge Management and Learning, SMR International, New York, NY. A past president of the Special Libraries Association and of the New York Chapter, St. Clair actively solicits readers’ responses to this column. He can be reached at [email protected]

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Essence of a Successful Intranet

Your Source for Skilled Information Navigators

by Roberta Piccoli

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hen I began developing Intranets, I had hoped to find a good primer on the elements needed to create a successful Intranet, but found instead that I learned the most on the job. While the creation of every Intranet has its own unique twists and turns, I believe I can now share some basics that I have found essential to the process. The use of these concepts will allow the flexibility to incorporate the unique factors that will characterize your organization’s Intranet.

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I have coded the Intranet elements under the term “LOCKSTEP.” It includes the concepts: • Listening • Orchestration

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• Communication • Knowledge-sharing • Strategy • Tactics • Engaging decision-makers

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• Promoting change and value

While these concepts have already been cornerstones of every successful career, I will outline how each is critical to the successful launch and development of an Intranet.

At its best, listening yields the following building blocks to the Intranet process: • Business Mission and Problems

Listening

• Corporate culture and how firm-wide professionals work and respond to change

Whether you join the Intranet team from its first day or sign on within the development process, listening becomes the cornerstone of all you can accomplish. Intranets often fail because the technology drives the creation. Instead, Intranets should solve business problems by using the technology as a tool. Conducting interviews with a sampling of the professionals who will use and benefit from the Intranet is an early step. Through this process, you will build relationships with key decision-makers throughout the firm, who will ultimately use and influence usage of the Intranet. Although brief, these interviews should seek to identify the firm’s mission, key users’ needs, and steps already taken by any Intranet visionaries to date. By listening and then returning to the participants to validate your findings, you will insure continuing participation and pride of ownership for the Intranet.

• Day-to-day needs and priorities • Talent assessments of the current development team, including any outside Intranet vendors • Status and support of project (if entering the team in mid-development) • Costs or sources to find costs for producing, printing and distributing key documents that will be transferred to the Intranet to be used later as a measure of Intranet value For example, in a large ad agency setting, technology drove the Intranet development. There was little input into the content that needed to be shared firm wide. The initial launch version featured few pieces of recent, relevant content. Since so few people had been made aware of the initiative, much less interviewed, it was difficult to solicit new content. Under those circumstances, few professionals’ trialed, much less used the Intranet. As a result, ongoing funding suffered a deep cut. (Continues on page 11)

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• Be the first to inform top management if the unexpected occurs, like a security breach or the inability to make a key deadline. Briefly outline the problem; recommend a solution along with its communication plan.

In a global brand consultancy, more people participated in the process from its beginning. But I was brought in to take over leadership after two years and two teams had been unable to launch the system. Although I encountered widespread frustration from two years filled with interviews that had never resulted in a launched product, I still needed to interview key managers and consultants. I found that the technology was driving the earlier attempts, not the value of its content. By understanding the current business needs of the company and the priorities felt by the client-facing consultants, we designed an Intranet to solve business problems. At the same time, I discovered that the Intranet-design vendor was also frustrated with the process and ready to walk off the job. We created an improved way of working together to solve the problem.

• Solicit relevant, fresh content that fits the established strategic guidelines by building relationships to key contributors. • Keep top management aware that the Intranet’s goal is to solve business problems. Supply them with short quotes on the benefits of the Intranet expenditure so that they can easily defend its vale in management and budget meetings. • Plan and execute an ongoing marketing campaign to achieve trial and use, to gain contributions, and to solicit feedback to create Intranet enhancements.

Orchestration

Knowledge-Sharing

Leading an Intranet is like conducting a symphony orchestra. The conductor sets the vision and tempo and each player knows their exact role to play to achieve a pleasing, harmonious sound. Each team member needs to understand the overall goal, the value to the organization of what they are designing, the Intranet’s strategy. Next, they need to clearly understand their role or the tactics needed to achieve that goal. A good Intranet team leader concentrates on reminding the team of that clear vision, then keeps its members accountable for their contribution. In addition, the leader maintains top management support, builds excitement for the upcoming Intranet, and clears any obstacles that will impede the team’s progress.

Be sure that the technology available is not driving the priorities of the Intranet. Only the content and services can make an Intranet invaluable to its constituency. Sharing learning, promoting consistent company values, and building new, productive working relationships are key benefits. Technology should be the tool to facilitate access to these valuable Intranet benefits. Ultimately, the Intranet’s value is to foster greater collaboration and innovation by making the firm’s best thinking and experts more accessible, which will create greater learning and time efficiencies. Beyond its launch, the currency and relevancy of ongoing contributions to the Intranet are vital to its trial and continued use.

Communication

Strategy

Intranets are a major investment. Its team leader needs to passionately advocate its value to the organization at every opportunity. Validate the priorities that were identified from management interviews. Communicating and gaining the approval of the strategic/development plan will validate the priorities identified from the early interviews. Throughout the design, launch and ongoing maintenance phases, top management needs to be kept apprised of progress in succinct messages. Stating the value of the Intranet in attaining the firm’s goals and improving the bottom line though greater efficiencies is critical. Here are some key opportunities to garner firm wide support through communication:

It is critical to digest the initial interviews’ feedback to identify the business goals and set the priorities. This analysis provides the core of the Intranet vision. This vision will also outline the Intranet structure and content to help attain those overall business goals. This strategic plan will include:

• Keep key decision-makers informed of the Intranet’s progress.

• The Intranet’s structural goal to make the navigation logical and the content easily accessible

• Build excitement for the tool throughout its development.

• How security will be ensured

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• Overall vision of how the Intranet will address key business problems • Firm wide benefits of sharing Intranet content to create greater time efficiencies • Guidelines that will form the basis to solicit, then to judge relevant Intranet content

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Once top management approves this strategic plan, then the tactics are designed to bring the vision to life. Having a strategic plan underlines the value of what top management and the firm will receive for their investment. It also gives the Intranet team a focused, endorsed picture of what they will achieve together.

Engaging Key Decision-Makers It is not enough to conduct interview with key decisionmakers early in the process in order to determine Intranet priorities. These contacts should become ongoing advisors to the Intranet. One needs to find the unique and focused communication means within the parent organization to keep them feeling engaged and sharing ownership for the Intranet’s ultimate success. Analyze the communication means that are unique to your organization and fits their working style. Some considerations may be:

Tactics Once that strategic plan is validated with top management and other key decision-makers, a process and specific roles and expectations need to be defined for each member of the Intranet team. The Intranet team leader needs to:

• Hallway and elevator conversations • Brief stops in individual offices to share a quick update or triumph

• Hold internal and external team members accountable for deadlines and top quality work.

• Focused e-mails asking for input or giving quick updates • Brief, bullet-pointed one-page memos

• Tie accomplishments back to the overall vision.

• Lunches

• Create recognition of the value of teamwork as well as individual performance.

If these key decision-makers believe in the value of the Intranet, not only will they take pride in their role in its success, but they will also influence trial and usage throughout the firm. Most importantly, they will continue to vote for funding of the Intranet.

• Streamline communication with the Intranet design vendor, internal or external, to ensure clear, well thought-out specifications and deadlines. • Add sample content, then test and retest its navigation. • Instill a pride that comes from sharing ownership in the finished Intranet product.

Promoting Change and Value Often, I see teams exhausted after the design and launch process. With momentum spent, they neglect the ongoing promotion and refreshing of the Intranet. Without fresh, relevant content, the Intranet tool may never become habit throughout the organization. Without promotion, relevant content, and usage, funding will dry up and the Intranet will fail.

• Quantify the time of staff, production, printing and distribution costs that the Intranet eliminates when content is shifted to the web. • Create guidelines for content. • Plan overall security and individual access policies as needed.

An ongoing promotional campaign is needed to introduce, train, and show the value of this new tool. I call it the “What’s In it for You” campaign. Each communication needs to underline the business benefit of quality, relevant content and time savings by using the Intranet. Methods need to be tailored to the communication means available in a given organization. Presentations to both large and small team groups in every office across the globe are only effective if they become a vehicle to solicit feedback, to build relationships, and to garner contributions for fresh and relevant content. E-mails and memos must be succinct and engaging because they are tailored to each audiences unique needs.

• When creating budgets and timelines, allow a reasonable cushion so that if you can not exceed expectations, you can at least honor the budget and deadlines set.

The quest for updated, relevant content is ongoing. If Intranet users detect inaccuracies or out-of-date information, they will not continue to log on. Professionals must be able to follow the navigation logic to find content that will save them time. If no content exists on their topic, they should find a mechanism to connect them to one of the firm’s experts. The Intranet team must main(Continues on page 13) ChapterNews

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tain its passion for the product and find innovative ways to get updated, relevant content. To do this, they must cultivate and maintain strong, positive relationships with content producers. Designing incentives that fit the firm will enhance the flow of content.

Conclusion While I have distilled the elements that should ensure a successful Intranet, its ultimate longevity will depend on whether it answers a valued need within the organization. Ultimately, bottom line benefits speak the loudest for its continued use and support within the organization. If some expenses eliminated by the Intranet can be quantified, like time of staff, production, printing and distribution expenses, management will convince even financial managers to continue funding and supporting the Intranet. Facilitating greater access to key knowledge and experts, greater staff efficiencies and collaboration, the Intranet should increase productivity and generate cost savings. Giving employees the tools to be productive should prove to be an irresistible value proposition to top management. Roberta Piccoli In 24 years as an information professional, Roberta Piccoli has built customized solutions to sharing knowledge within each organization she has joined. Most recently as a Senior Partner at the J. Walter Thompson advertising agency in Chicago, she managed a department that provided background on 60 clients and industries, then created a competitive intelligence unit to offer more in-depth analysis. As a knowledge manager, she contributed to a team designing and launching a global Intranet.

New York Chapter Awards

She moved to New York in June of 2001 to lead the design and launch of a global Intranet for FutureBrand, a brand consulting arm of McCann-Erickson. The launch proved successful, on deadline and relevant, achieving over 3,500 hits in its first 60 days in an 800 member firm. The promotion campaign, already begun in the U.S. and London, had garnered increased trial and usage, feedback for enhancements, and promises of more content. After a 20% layoff in early December affecting those who were not bringing in consulting revenue, Roberta has reactivated her business Search Source to offer research, analysis, information audits and Intranet consulting to a wide range of businesses and industries. But she loves exploring New York and wants to thank the SLA community for its warm welcome. She can be reached at: [email protected]

SLA 2001 Conference Grants: Sharon Mosenkis Carol Hochberg Sarah Warner Christopher Lowden Julia Rosenthal

Diversity Leadership Scholarship: La Shawn Ross

President’s Recognition Awards: Sarah Warner Martha Schweitzer Clifford Perry Thomas Pellizzi

The NY Chapter’s Distinguished Service Award: Steven Johnson

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Social Science Division: We Want You!

members and other subscribers via e-mail, in addition to being posted on the Division website. The Division website (http://www.sla.org/division/ dsoc/index.html) strives to keep members abreast of unfolding news and information.

he Social Science Division is a vibrant branch of SLA. With broad subject coverage and more than 350 dynamic members, the Division spans a myriad of interests and activities and thrives as a forum for the exchange of information and knowledge for special librarians having a social science subject interest. Founded in 1923 as the Civics Group, the Social Science Division ranks as SLA’s second oldest. It is composed of librarians, knowledge officers, and other information professionals who proactively satisfy the substantive information needs of the specialized clientele found in foundations, associations, universities, research organizations, corporations, law firms, and municipal, county, state, provincial, federal government, or international agencies and organizations.

T

The Social Science Division Discussion List ([email protected]) supplies an electronic vehicle for idea exchange and communication among the Division’s members, simultaneously forging a personal connection. It informs subscribers about all upcoming Social Science Division meetings and events; puts subscribers in the loop with regard to SLA international activities — conferences and accommodations; publicizes the latest job openings in the information field; proffers a place where subscribers can post help-wanted notices; constitutes a group of people subscribers can consult when looking for information. So, join a band of lively, sophisticated, far-flung social science information professionals and revolutionize your world!

The Division features two specialized Roundtables, formed to meet the distinctive needs of information professionals and to furnish a medium for the exchange of ideas. Each Roundtable typically supports programs or workshops at the Annual Conference, in addition to other activities.

Members in the News Lucy Lettis joined the Marsh & McLennan Companies

as a Senior Vice President in February. She is responsible for Marsh’s research department, known as the Business Intelligence Unit (BIU). The BIU is a division of Marsh’s Marketing Practice. Lettis is responsible for creating customized competitive and business intelligence services for Marsh personnel, and for the integration of third party content in Marsh’s enterprise portal. In addition, the BIU responds to research requests from Marsh personnel globally and provides research skills training to end-users.

Independent Sector Roundtable members are information professionals from organizations and associations involved in the voluntary philanthropic and general nonprofit sector. The International Relations Roundtable presents for members interested in the global aspects of librarianship and information transfer the prospect of promoting activities and developing programs that strengthen ties among librarians and information professionals worldwide. In addition, the IR Roundtable works to advance programs that increase the spread of information in developing countries. The IR Roundtable — partnered with the International Relations Committee and the European Chapter — sponsors the International Reception to welcome non-US attendees to the Annual Conference.

Jessica Frankel was named Director, Global Head of Library and Information Services, for CS First Boston, located in New York. CS First Boston is a leading global investment bank and a unit of Credit Suisse Group, a leading global financial services company. She was previously the Director of Administration for the New York office of Spencer Stuart, a major Executive Search firm. Mindy Samitt joined KPMG LLP in New York in April as Senior Associate. Mindy will be working with the Corporate Intelligence unit of the Forensic & Litigation practice, supporting the senior staff with their business research and investigative due diligence service needs. Prior to KPMG, Mindy held the position of Information Specialist with GE Capital’s Equity business located in Stamford, CT and as Research Associate with PricewaterhouseCoopers in New York.

The Social Science Division is considering replacing the Roundtables with similar Division Sections. The Bulletin of the Social Science Division is a stimulating communications tool, for members and non-members alike. Published 3 times annually, this periodical includes feature articles written by SSD members on topics of professional interest, bibliographies, Internet resources, book reviews, and Division and Roundtable news and events. Contents of the Bulletin are indexed in Library Literature, published by the H. W. Wilson Company. In future, the Bulletin may be sent to Division

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Under “Legislation” one will find extracts from and links to relevant legislation of the member countries. The Web site also includes basic information sheets on money laundering techniques and information about its recently expanded mission to combat terrorist financing. FATF works closely with other regional groups such as the Eastern and Southern Africa Anti-money Laundering Group which are listed at “Members and Observers”.

Website Resources – Anti-Money Laundering Sites By Louise Klusek

Financial Crimes Enforcement Network

Asia/Pacific Group on Money Laundering

http://www.ustreas.gov/fincen/

http://www1.oecd.org/fatf/Ctry-orgpages/org-apg_en.htm

FinCEN, established in 1990 by the U.S. Treasury to fight financial crime especially money laundering, is one of the principal communication centers for sharing information among the law enforcement, regulatory and financial community. “Regulatory” contains the text of the Bank Secrecy Act (BSA) and BSA regulations. For those interested in the history of money laundering regulation in the U.S., FinCEN also provides a timeline of legislative activity. Twice a year FinCEN publishes the SAR Activity Review to provide guidance on the use of Suspicious Activity Reports (SARs) filed by financial institutions. Each issue highlights a key trend, reports on law enforcement cases and includes statistics on SAR filings. Issue 3 (October 2001) reports on transactions that may be related to terrorist activity.

A regional group that works closely with FATF to develop antimoney laundering policies, APG also monitors the work of its member countries and posts summaries on this Web site. Click on the member countries for links to home country legislation.

CFATF: Caribbean Financial Action Task Force http://www1.oecd.org/fatf/ctry-orgpages/org-cfatf_en.htm CFATF, an organization of the states of the Caribbean region, addresses money laundering from a regional perspective through their “Aruba Recommendations” and works closely with FATF to develop policy. To assess the anti-money laundering programs of their member countries, CFATF posts summaries from its mutual evaluation program.

Financial Services Authority. Money Laundering

Council of Europe. Select Committee of Experts on the Evaluation of Anti-Money Laundering Measures

http://www.fsa.gov.uk/pubs/other/money_laundering/ The Financial Services Authority in the U.K. has made money laundering one of the main themes of this Web site. In addition to the text of the “Financial Services and Markets Act of 2000”, many policy statements and press releases are available.

http://www1.oecd.org/fatf/Ctry-orgpages/org-pcrev_en.htm The PC-R-EV Committee was set up to provide policy assistance to the 22 Council of Europe countries (mainly from Eastern Europe) who are not members of FATF. It also runs an evaluation program to assess whether members are meeting anti-money laundering standards and posts summaries at this Web site.

FINTRAC http://www.fintrac.gc.ca/index.htm FINTRAC, the government of Canada’s Financial Transactions and Reports Analysis Center, is responsible for ensuring compliance with the Proceeds of Crime (Money Laundering) Act and accompanying regulations. In addition to the text of the Act, the Web site includes guidelines for filers and other regulatory documents.

Egmont Group of Financial Intelligence Units http://www1.oecd.org/fatf/Ctry-orgpages/org-egmont_en.htm Many countries have established financial intelligence units (FIU’s) to deal with money laundering; the Egmont Group provides a communications forum for these groups. One will find its “Statement of Purpose”, a list of operational FIUs, and information papers at this site.

Global Banking Law Database http://www.gbld.org/ This database, a joint project of the World Bank and the International Monetary Fund, provides English translations of banking law covering 35 different topics and 36 different countries. From the pull-down menu of topics, choose “Money Laundering and Prevention of Bank Use by Criminal Elements”. It is also possible to compare topics in two jurisdictions or search the database by keyword.

FATF – Financial Action Task Force on Money Laundering http://www1.oecd.org/fatf/index.htm The Financial Action Task Force on Money Laundering was established in 1989 by the G-7 summit to make policy to combat money laundering; it is now one of the most influential intergovernmental bodies working in this area. Its twenty-nine members come from countries in Europe, North America and Asia.

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FATF established a set of “Forty Recommendations” that have become the world standard for compliance and compiles a list of non-cooperating countries and territories (NCCTs) that are subject to sanctions because they lack adequate anti-money laundering legislation.

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Global Programme Against Money Laundering

USA Patriot Act of 2001

http://www.odccp.org/money_laundering.html

http://frwebgate.access.gpo.gov/cgi-bin/getdoc.cgi?dbname=107 _cong_public_laws&docid=f:publ056.107.pdf

The Global Programme against Money Laundering (GPML), sponsored by the U.N. Office of Drug Control and Crime Prevention (UNODCCP), coordinates the IMoLIN Network and closely collaborates with other international agencies. GPML has an extensive research program and provides these reports on its Web site. One example, the report on Financial Havens, Banking Secrecy and Money Laundering, (https://www.imolin.org/ finhaeng.htm) describes the money laundering cycle in detail and proposes issues for action.

The International Money Laundering Abatement and Financial Anti-Terrorism Act is incorporated as Title 3 of the USA Patriot Act. The act requires anti-money laundering compliance programs for all financial institutions. In addition to banks, insurance companies and broker-dealers, these institutions include mutual funds, credit card operators, money services, credit unions, and branches of foreign banks.

U.S. Department of Treasury

IMoLIN Network

http://www.treas.gov/

https://www.imolin.org/ The International Money Laundering Information Network (IMoLIN) was developed under the United Nations Office for Drug Control and Crime Prevention. It now acts as a clearinghouse for national legislation relating to money laundering. “Country Pages” link to official transcripts and regulations from around the world. The Web site publishes the full text of the UN’s model legislation on money laundering and also provides useful links to other model legislation and legal instruments. Certain areas of the site are secured from public access.

The U.S. Department of the Treasury administers the Bank Secrecy Act (BSA), the primary U.S. civil anti-money laundering statute, and, in cooperation with the Department of Justice, prepares an annual report on the “National Money Laundering Strategy” (http://www.usdoj.gov/criminal/afmls.html) which is the major platform setting out the government’s agenda in this area. From this Web site, link to the Financial Crimes Enforcement Network (FinCEN) which enforces the law, or the Office of Foreign Assets Control which has jurisdiction over foreign assets in the United States.

Interpol: Financial Crime

Wolfsberg AML Principles

http://www.interpol.int/Public/FinancialCrime/Default.asp

http://www.wolfsberg-principles.com/

The Financial Crime section of the Interpol Web site provides information on its program to fight money laundering and includes copies of resolutions passed to encourage police access to the financial records of criminal organizations.

The Wolfsberg Principles, the Global Anti-Money-Laundering Guidelines for Private Banking, were developed by a group of major international private banks in collaboration with Transparency International (http://www.transparency.org/) and other experts.

Money Laundering Alert http://www.moneylaundering.com/

Louise Klusek is the coordinator of the Research Services area of the Corporate Library at Salomon Smith Barney, part of Citigroup, where she has worked for the last fifteen years.

Primarily a news alerting service that focuses on regulatory issues, Money Laundering Alert On-Line also provides fee-based consulting services and access to a documents library. The valuable MLA Database contains almost 1000 articles dating back to 1993. All users must register; parts of the site are limited to subscribers.

Money Laundering: A Banker’s Guide to Avoiding Problems http://www.occ.treas.gov/launder/orig1.htm This publication, produced by the U.S. Comptroller of the Currency, is an introductory guide for banks that outlines the legislation regulating money laundering in the U.S. and abroad.

Office of Foreign Assets Control http://www.treas.gov/ofac/ This Treasury Department unit is responsible for administering and enforcing U.S. government sanctions against countries and organizations imposed pursuant to national security and foreign policy goals. “Industry Summaries” describe the current state of sanctions imposed in these areas. The site also offers primary legal documents, country/area summaries, and lists of organizations and countries currently subject to OFAC sanctions.

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