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One of the key aims of the UK's Transformational Government strategy is to create a “joined‐up” government where communications within and between public organisations is improved by the use of information technology. Data sharing is a key enabler of “joined‐up” government but the implementation of the strategy presents a series of risks. The purpose of this paper is to articulate and assess the nature of those risks in relation to violations of existing laws using the National Pupil Database (NPD) in England as a case study.

The paper investigates examples of violations of EU law relating to rights to privacy of data sharing practices within the UK public sector using an interpretive approach to existing published information. The case of the NPD illustrates how certain identified data sharing practices contravene existing laws and exposes this aspect of the Transformational Government strategy to heightened risk of a legal challenge.

Four examples of violations of existing EU laws on privacy are identified from an investigation into the NPD for schools in England. The analysis exposes the imbalance between the data sharing practices underpinning the Transformational Government strategy in the UK and the requirements for fulfilling privacy protection rights to citizens enshrined in EU law. The findings reveal that data sharing practices as a key enabler of the Transformational Government strategy risks violating existing laws designed to protect privacy. The UK government risks a legal challenge, the outcome of which may seriously undermine the prospects for achieving the stated aim of improving efficiency and effectiveness across the public sector.

The paper is largely restricted to the NPD for schools in England. The findings would be strengthened by expanding the research into other areas of the public sector where data sharing practices have been implemented.

The findings are a significant and timely contribution to understanding the data sharing/privacy tension that ministers and legislators need to address. The work provides an insight into where weaknesses exist within current arrangements that is of value to policymakers, legislators, human rights advocates and government authorities at both central and local levels.

This article is a critical reflection of the development and implementation of one of the first online doctoral programmes in the UK set up at the University of Northumbria, Newcastle in 2000.

The method adopted for analysis takes the form of a case study.

Effective market research has to be undertaken to fully understand what students need and expect from an online programme of study. Course providers need to identify highly motivated students. Second, critical success factors focus on a well‐targeted curriculum that provides the skills and knowledge relevant to student needs, backed by exceptional faculty who provide innovative course design. Finally, there is a need for integrating the management, teaching and technical team to ensure a high quality and coherent programme delivery.

The reflections in this article can be used as a guide by other faculties wishing to develop online programmes. The article highlights some of the pitfalls of developing and implementing online course delivery and proposes adopting instructional guides as an aid to course design.

The article provides an original insight into some of the operational, technical and managerial issues relevant to delivering an effective online programme of study at an advanced level.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

I suppose that most noticeable of all the changes in our profession since I came into it has been the multiplicity of the methods by which one can become a librarian. A. E. Standley says in a recent article in the L.A.R., in 1970: “The term librarian includes the Library Association chartered librarian, the graduate with a degree in librarianship, the scholar librarian, the information and intelligence officer, the translator, the abstracter, the non‐library‐qualified subject expert”.

Leading wood finish manufacturer Granyte Surface Coatings, has recently upgraded its UV curing capability.

The most obvious symptom of the most obvious trend in the building of new libraries is the fact that, as yet, no spade has entered the ground of the site on Euston Road, London, upon which the new building for the British Library Reference Division has to be erected. Some twenty years of continued negotiation and discussion finally resulted in the choice of this site. The UK and much more of the world awaits with anticipation what could and should be the major building library of the twentieth century. The planning and design of a library building, however large or small, is, relatively speaking, a major operation, and deserves time, care and patience if the best results are to be produced.

WITH this issue we are commencing the twenty‐seventh year of our career as an independent Library Journal and trust that we shall carry on the tradition of our illustrious founder and continue to criticise or praise without fear or favour. During the past twelve months our editorial staff has successfully produced special numbers dealing with Bookbinding, Book Selection, Children's Departments, Classification, and Colonial Libraries. Judging by the correspondence we have received, our efforts have been greatly appreciated by the majority of our readers. Naturally we have not pleased everybody and we have even been dubbed the “little contemporary” in some quarters. However, we can point to an unbroken record of twenty‐six years' endeavour to serve the library profession and we ourselves are justly proud of the contemptible “little contemporary” that did not cease to appear even during the darkest hours of the dread war period.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

AN EXPERIMENT now proceeding in Britain and the USA may well have lessons for management—or, maybe, for those who would teach management its business. It is the People Express Airline.