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Problems are experienced when introducing computerised systems by libraries in countries remote from the major centres of development and expertise in the field of library computerisation. Main problems identified are those of lack of expertise of librarians and of hardware and software suppliers, a limited market for such systems in these ‘remote’ countries and hence a limited range of appropriate hardware and particularly software available or marketed, a reliance on the products and support of major computer suppliers, and access to relatively limited resources leaving little scope for the adaptation of existing library software to suit local needs or for the development of new systems. Solutions to these problems lie in cooperation and coordination of library computerisation so that maximum benefit can be derived from available resources and expertise, a conscious effort being made to become as self‐reliant as available resources will allow, the use of library systems developed abroad with as little adaptation as possible being made to them, the careful evaluation of those systems available as well as of their suppliers, and possibly in future a greater use of dedicated mini‐ and microcomputer‐based systems as such systems become more readily available. The problems and solutions discussed are illustrated by referring to the experience of library computerisation in the Republic of South Africa.

The purpose of this paper is to assist the United Nations Regional Centres of Expertise (RCEs) in continuing their fundamental work within the region and to address some of the prominent challenges within the RCE community. Specific RCE case studies from the global network were employed, emphasizing experiences in collaboration with multiple stakeholders including higher education institutions.

Conducting a literature review and employing a qualitative research methodology with the use of a guided questionnaire, the paper aims to gain a deeper understanding of the operations of RCEs in general and more specifically the case studies.

The paper shows some of the strategies implemented by the cohort of case studies to overcome their common challenges. Key recommendations based on the findings are made in its quest for continual development and final conclusions assessing the contentious challenges are drawn.

This paper focuses on RCEs within Europe, with cases from the USA and Canada for comparison. Although the paper highlights common themes and challenges, it is highly probable that RCEs outside of the studied regions may contend with similar challenges; further research would have to be conducted to assess the wider scope of the situation.

The paper gives an external perspective of the challenges faced and identifies some areas in which improvements could be made. It is also generated from information gathered from multi-case study RCEs.

This paper aims to define the four basic organization design choices for HR, discuss the need to align the HR organization with the business organization, explore how to organize to turn HR knowledge into client productivity, and clarify the role of HR and how HR roles work together.

This research is based on over 100 interviews and discussions with senior HR professionals in over 50 Global 500 organizations across all industry sectors.

The next evolution in the organization of the HR department is the professional services model. HR can learn and adapt the professional services model to turn HR expertise and knowledge into client productivity and line manager value.

This article provides HR professionals with practical advice on how to organize the HR department. It offers five useful steps to help HR shift from a shared services organizational model to a professional services model so that HR can turn knowledge into value.

This article presents a study on the safety of women and girls in asylum seekers' centres in the Netherlands. The study is part of a series of studies conducted in order to answer questions raised in Parliament about the safety of women in asylum seekers' centres and trafficking of women. It focuses on a study conducted in 2003 by Pharos, a centre of expertise on refugees and health, and TransAct (now Movisie), a centre of expertise in gender‐specific care and sexual violence. The article provides some figures and context, discusses reported incidents, gives a sketch of the daily life of women and girls at the centres, analyses sources of danger and protection, and presents an overview of the strategies women use to protect themselves.

The Centre for Research on User Studies is in its simplest terms a group of people charged with the responsibility of becoming the UK national centre of expertise on user studies, a centre with the four principal and interconnected roles of research, education, advice, consultancy and information. What these imply will be made clearer in due course. First I will try to give the background to the creation of the Centre which will I hope simultaneously answer the query: ‘Why set up a user studies centre?’

The purpose of this paper is to describe the experiences of RCE Hamburg, one of the latest Regional Centres of Excellence (RCE) to be created. It outlines the activities performed by the RCE and describes its relationships with the various stakeholders.

A description of the region where the RCE is located is provided, along with some facts and figures related to the site. In addition, a description of the structure and the activities of the RCE Hamburg is provided, complemented by a description of the engagement of various stakeholders.

The paper shows that, by means of projects and action‐based initiatives, synergies between regional centres of expertise on education for sustainable development and agencies based at the local level can be achieved.

The RCE is characterised by an integrated approach where different target groups are involved (e.g. schools, NGOs and industry) and where a local university plays a catalyst role.

This article provides basic conceptions and visions of the regional foresight system in Finland. It includes brief information concerning foresight activities and an up‐dated description of the current regional foresight system in Finland. In the 1990s there has been a “boom” of extensive foresight and futures studies. Among the most important development projects has been the regional foresight project of Employment and Economic Development Centres (TE‐Centre). This article describes how regional foresight activities have been developed in Finland and what kind of challenges there are in the field of the Finnish regional foresight.

The purpose of this paper is to describe the unique collaborative process initiated at the University of Regina in Saskatchewan, Canada, to develop a Regional Centre of Expertise (RCE) on Education for Sustainable Development (ESD) through the United Nations University‐Institute of Advanced Studies (UNU‐IAS).

The innovative aspects of developing RCE Saskatchewan are elaborated as a function of regional characteristics and features. The founding members used a unique combination of facilitation methods and technology to establish a flexible governance model in support of ESD themes defined by participating members. The paper provides a critical analysis of the governance structure and educational approaches supported by RCE Saskatchewan.

The strength‐based model, in conjunction with open meetings and online discussion, has proven to be a highly effective method for establishing an organization in which members have diverse expertise and affiliation. The process used to develop the RCE was democratic, inclusive and transparent. Each member and member group contributes existing knowledge, with the common goal of advancing research on ESD as part of a regional and global network. The RCE was established in just over one year, a testament to the efficiency of the process. The web site provides a flexible host for the RCE virtual structure, facilitating communication within and between groups, documentation, announcements/postings, and the creation of searchable research databases with local and global public access. Flexibility of the governance model and partnerships with higher education institutions ensures long‐term sustainability. The use of non‐traditional educational modes (non‐formal and informal) has accelerated ESD awareness in the region, and their combination with formal education leads to programs that span different sectors.

This paper outlines the process developed by the founding members of RCE Saskatchewan to mobilise people, organizations and resources during the de novo establishment of an organization dedicated to promoting ESD. The virtual home and governance model, taken together, describe a completely unique structure that ensures long‐term sustainability for RCE Saskatchewan. Combining educational modes has so far proven successful in promoting ESD.

Purpose – To identify the key success factors in a change process and to demonstrate how adherence to the phases of large-scale change contributed to the successful reform of the Irish cancer services and is critical to the sustainability of this large-scale change.

Design – In-depth retrospective analytical case study drawing from face- to-face semi-structured interviews with key stakeholders and players.

Findings – The Irish health care reform had been continually thwarted by local politics. The Irish government confronted this trend by bringing in an outside expert to head the cancer services reform project who, with government support, managed both clinician and public resistance and, based on the evidence of international best practice, led the reform. Sustainable change was achieved by attention to how large-scale change works. The leadership of the project is an important element in overcoming the path dependency that is dogged in most health care reforms.

Value – This chapter provides evidence that the four key phases of large system change: understanding the need for change, framing the change, undertaking the change and sustaining the change, coupled with key success factors in relation to timing, financial viability, political will and leadership, public support, well-managed process, and technical infrastructure and capacity are critical to the implementation and sustainability of large-scale change.