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The purpose of this paper is to summarise the authors' experience in furthering the educative use of Information Technology and the internet in the primary schools of northeast Portugal. The main goal of the Programme “Internet in Schools” is the development of Information Technology in Portuguese schools. It focuses on the use of the technology, rather than on its immediate pedagogical use. The characteristics of the target regions help in understanding this aim: teachers and students, as well as the population in general, were largely unaware of the potential of IT in general.

The project, the first and still the largest of its kind in Portugal, ultimately involved 1,137 schools, more than 1,700 teachers, and roughly 13,000 pupils. It was decided to centre the training process in the schools and communities themselves. The methodology implemented is distributed rather than centralised, and involves a series of school visits interspersed with training sessions.

The transfer of the training process from the university campus to the schools and communities themselves allowed for a very high degree of teacher participation. The first school visit was vital, allowing for the creation of a strong feeling of empathy between the trainer and the teachers and pupils. This was undoubtedly one of the main factors that lead to an easier and more enthusiastic participation from the teachers. The efforts to put theory into practice in the classrooms were rewarded by a quicker rate of acceptance of IT in the classroom. The use of the internet, namely of web services and e‐mail, was stimulated through the various training and awareness raising sessions (supported by Netmobiles) directed at the community in general. Such sessions enabled many individuals in the region to have their first contact with and experience of IT. This constitutes a sound and valuable contribution in terms of awareness raising, training and development towards IT in the region. The following factors played a very important role in the achievement of the goals: the training team was always present or could be easily contacted; both teachers and pupils contributed with material and resources; there was a continuous exchange of experiences; a vast number of individuals and entities participated in the project.

This was the first and still the largest approach of its kind in Portugal, and this is the only paper purposing and describing the used methodology in detail and the main conclusions reached.

Addressing a gap in entrepreneurial training programs, the main objective of this study was to introduce a hybrid training model that provides training to entrepreneurs after they have started their operations and before they become large and/or well established. The presented model consist of a full entrepreneurship training program suited to serve entrepreneurs who have been operating for no less than 2 years, have 1–14 employees, and need basic training to further achieve their operational goals. This format allows for progressive learning while encouraging networking among participants. Using a case study, 5 years of data are presented describing this program and its value for its participants including urban entrepreneurs.

This chapter explores the challenges and opportunities that teaching and learning in a synchronous online environment pose by examining information literacy (IL) provision at the Open University (OU), which will serve as a case study.

The OU provides distance education. While its flexibility offers more individuals an opportunity to start a course, it can be more challenging to ensure students develop their skills and knowledge and calls for innovative and engaging teaching methods.

The OU Library’s Live Engagement Team runs a program of digital information literacy (DIL) sessions. The team’s online pedagogy is built on retention and success and involves the careful planning, designing and delivering of DIL sessions, creating numerous interactive moments to increase teaching effectiveness.

The virtual enquiry desk allows students to consult library staff synchronously via the library helpdesk’s webchat service, which is delivered 24 hours a day. One of the advantages of this service is that students interact directly by having a dialogue with library staff in which they can ask further questions.

Both services carry out continuous reviews of the ways they operate, innovate and intervene. The chapter provides first-hand experiences of what has worked well in information literacy teaching in synchronous online spaces.

This article describes an initiative undertaken by a clinical team in a medium secure unit to manage their workload by offering training in structured violence risk assessment to local mental health professionals. The HCR‐20 violence risk assessment tool was used in this context. A number of half‐day training sessions were offered to a multidisciplinary audience in three local areas in the West Midlands covered by the team. This initiative was evaluated by feedback from participants, which suggested that the training was well‐received and considered broadly useful.

Many academic libraries have staffing arrangements where library employees work in more than one library branch or unit. These can be dual assignments or less formal agreements in which employees spend several hours per week away from their home departments. Zimmerman Library reference department, the social sciences, humanities, and education reference unit of the University of New Mexico (UNM) General Library (an ARL library serving over 25,000 students), uses “volunteer” staff from other library departments to help provide reference services as part of a library‐wide cross training program. According to library policy, “Cross training is an arrangement whereby a library employee from one department spends time training and working in another department. Cross training is that time an employee spends in another department or unit of the library learning to perform a task or a group of tasks and includes the time spent performing those tasks after training.” This article discusses a staff‐initiated and committee‐coordinated in‐service training program designed for these reference desk workers. This method is innovative, as library training, as evidenced by the literature, is typically viewed as the responsibility of the supervisor or manager. This training approach may serve as a model for other academic library reference departments requiring in‐house training for similar needs.

As libraries increasingly automate and provide external access to their resources, a continual and growing need emerges for training of staff who implement, employ, and support these systems, and, in turn, train end‐users to exploit their new capabilities. The objectives and training techniques that have been adopted by individual institutions and technology providers vary, some being broadly structured toward educating staff members to function in the emerging electronic (virtual) library environment, some being more narrowly structured to facilitate adaptation and use of a specific new system that is being implemented. This symposium expresses the diverse training needs, experiences, and practices adopted by individual libraries, by consortia comprising a large number of libraries, by technology vendors striving to serve their library customers, and by academic computing services that share strategic responsibility for implementing online access to library resources.

To understand how the Take Home Naloxone (THN) program is implemented in two pilot correctional facilities in British Columbia (BC), Canada, in order to identify areas for program improvement and inform the expansion of the program to other Canadian correctional facilities The paper aims to discuss these issues.

Two focus groups and one interview were conducted with healthcare staff at two pilot correctional facilities. Sessions were audio recorded, transcribed verbatim and divergent and convergent experiences within and between the facilities were explored in an iterative process. Key themes and lessons learned were identified and later validated by focus group participants.

Key themes that emerged included: challenges and importance of the train-the-trainer program for healthcare staff conducting participant training sessions; potential for improved prison population engagement and awareness of the program; tailoring program resources to the unique needs of an incarcerated population; challenges connecting participants to community harm reduction resources following release; and clarifying and enhancing the role of correctional officers to support the program.

The correctional setting presents unique challenges and opportunities for the THN program that must be considered for program effectiveness.

This evaluation was conducted to inform program expansion amidst a historic opioid overdose epidemic in BC, and adds to the limited yet growing body of literature on the implementation and evaluation of this program in correctional settings globally.

A programme of electronic information search training for health care academics was carried out at Dorset House Library, Oxford Brookes University, in summer 2000. Academic staff in health care need to be competent bibliographic searchers, but experience some barriers to learning. The author reflects on the potential benefits for academic staff and libraries when timely and appropriate training is offered to this user group.

With the aim of discovering the important factors in training staff to use newly installed automated circulation systems, the appropriate libraries in New Zealand were sent a questionnaire in 1988. This asked how libraries had trained their staff, and the outcome of the training in terms of satisfaction with their decisions, sparseness of mistakes after implementation and time taken for staff to attain efficiency after implementation. The most important factors in training were that the vendor should be heavily involved in organizing and carrying out training; training should be given before the system went live; staff should be given detailed training in the whole system; and a number of different training methods should be used. These factors were especially important for libraries installing their first automated system, those installing integrated systems, those with few staff, and those installing their systems in the earlier years of automation; that is, those libraries whose staff have the least background in the system being installed, have the greatest need for excellent training.

With the increased importance of training in organizations, creating important and meaningful programs are critical to an organization and its members. The purpose of this paper is to suggest a four‐phase systematic approach to designing and evaluating training programs that promotes collaboration between organizational leaders, trainers, participants and evaluators.

The paper presents a case study of a leadership training program conducted at a Midwestern corporate university. Analysis of the qualitative data from interviews with participants and field notes during the first two iterations of the program highlight three major aspects that were then used to develop a unique measure for the evaluation of subsequent iterations. The case study was conducted over a period of 31/2 years involving a total of 175 managers.

A main finding in this study was that content was three times stronger than applicability. This finding was critical in understanding the learning focus of the program and the significance of developing a unique evaluation system that is both meaningful and important to the organization and its members.

The four‐phase approach to develop unique evaluations involving both content and applicability would be of value to human resource professionals involving in designing training programs for career development of managers.

This four‐phase approach focuses on learning and development at the individual and organizational levels. It aligns with Kolb's experiential learning theory and is a process that provides a feedback system for organizations to engage in double‐loop learning to improve the design, delivery and evaluation of their training programs.