Ressenya de PEYTAVÍ DEIXONA, Joan, 'Catalans i occcitans a la Catalunya moderna (Comtats del Rosselló i Cerdanya s. XVI-XVII). Barcelona, Omnium Cultural, 2005

Amb aquests dos gruixuts volums Joan Peytaví fa un regal inestimable als filòlegs, particularment als estudiosos de l"onomàstica i la llengua catalanes, als historiadors i estudiosos de la història de la població i, en general, a la cultura catalana i, especialment, a la de la Catalunya del Nord.

Department of Cultural Affairs Performance Report, FY2004

Agency Performance Report

Department of Cultural Affairs Performance Report, FY2005

Agency Performance Report

Department of Cultural Affairs Performance Report, FY2006

Agency Performance Report

Department of Cultural Affairs Performance Report, FY2007

Agency Performance Report

Department of Cultural Affairs Performance Report, FY2008

Agency Performance Report

Department of Cultural Affairs Performance Report, FY2009

Agency Performance Report

Department of Cultural Affairs Performance Report, FY2010

Agency Performance Report

Acesso à informação e identidade cultural: entre o global e o local

Apresenta o quadro teórico e metodológico da pesquisa Janelas da Cultura Local, em implementação no Instituto Brasileiro de Informação em Ciência e Tecnologia com apoio do Conselho Nacional de Desenvolvimento Científico e Tecnológico, que tem como objetivo promover, de forma participativa, ações de informação no sentido da inclusão digital. As premissas do projeto - a informação como força de transformação, a responsabilidade social da ciência da informação e a sua relação intrínseca com a tecnologia da informação - se manifestam na proposta de desenvolvimento de competências para produção e comunicação digital da informação, contribuindo para dotar os participantes de elementos de mediação entre a cultura local e a cultura global. Espera-se, com o projeto, trazer contribuição ao resgate e registro da memória cultural da comunidade envolvida na pesquisa, contribuindo, também, para elevação do Índice de Desenvolvimento Humano no município beneficiado.

E-publishing development and changes in the scholarly communication system

New and alternative scientific publishing business models is a reality driven mostly by the information and communication technologies, by the movements towards the recovery of control of the scientific communication activities by the academic community, and by the open access approaches. The hybrid business model, mixing open and toll-access is a reality and they will probably co-exist with respective trade-offs. This essay discusses the changes driven by the epublishing and the impacts on the scholarly communication system stakeholders' interrelationships (publishers-researchers, publishers-libraries and publishers-users interrelationships), and the changes on the scientific publishing business models, followed by a discussion of possible evolving business models. Whatever the model which evolves and dominates, a huge cultural change in authors' and institutions publishing practices will be necessary in order to make the open access happen and to consolidate the right business models for the traditional publishers. External changes such as policies, rewarding systems and institutions mandates should also happen in order to sustain the whole changing scenario.

Department of Cultural Affairs Performance Plan, FY 2013

Agency Performance Plan, Department of Cultural Affairs

Iowa Department of Cultural Affairs, Strategic Plan 2012-2015

The Department of Cultural Affairs was created in the state government reorganization in 1986. The department’s two divisions, the Iowa Arts Council and the State Historical Society (SHSI) have a much longer history of service to Iowans. With such a rich history, it is fitting that the Department of Cultural Affairs calls the State Historical Museum home, a facility which collects, preserves and showcases Iowa’s treasures that itself can trace its roots in state government back 120 years. Generations of Iowans have been touched by the programs and services provided through this department. Though organized as one department, the DCA has never undergone strategic planning as a single, cohesive organization. With a desire to move forward as a stronger, more unified entity, a departmentwide strategic planning process becomes critical to future success as the department continues to better assess its resources and expertise internally, while ensuring it is focused on the common goal of leveraging cultural resources across the state of Iowa.

Department of Cultural Affairs Performance Plan, FY 2014

Agency Performance Plan, Department of Cultural Affairs