09 Extending It For External Engagement Full Version
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This document summarizes a workshop on extending IT support for external engagement. The workshop included presentations and group activities focused on key IT challenges and solutions for business and community engagement. Presentation topics included institutional IT challenges, self-analysis tools for change management, IT support from the perspective of universities, and collaborative online tools for external engagement. The goal of the workshop was to identify key IT-related issues to focus on to better support institutions' external engagement.
09 Extending It For External Engagement Full Version
- 1. Extending IT Support for External Engagement Euston House 16th July 2009
- 2. Extending IT Support for External Engagement 16th July 2009, Euston House, London 0930 – 1000 Registration (with pastries ) 1000 – 1010 Introductions/Programme Info Chris Young JISC Netskills 1010 – 1030 About the JISC BCE Programme Rob Allen JISC Services BCE Team 1030 – 1100 Institutional IT Challenges for External John Burke Engagement JISC InfoNet 1100 - 1115 Refreshment break 1115 – 1200 Exploring Key IT Challenges and Group activity Solutions 1200 – 1230 Self-Analysis Tools for Change Matt Donaghy Management and CRM Nottingham University 1230 – 1330 Lunch 1330 – 1400 IT for BCE: Steve Armstrong A View from the Sharp End Strathclyde University 1400 – 1500 Trialling Collaborative Tools for BCE – Case Studies In Co-operation Project Overview Andy Stewart JISC Services BCE Team Open ICT Tools Erik Bohemia Northumbria University G Blog: The Listening Blog Pam Voisey University of Glamorgan 1500 – 1515 Refreshment break 1515 – 1530 Support from the Wider JISC BCE Simon Whittemore Programme JISC BCE Programme Manager 1530 – 1550 Three To Take Forward: Group activity Key IT-related issues for future focus 1550 – 1600 Final comments and workshop close
- 3. Business and Community Engagement (BCE) Overview Extending IT Support for External Engagement Rob Allen JISC Services BCE Manager 16 July 2009 Joint Information Systems Committee Supporting education and research 30/07/2009 | slide 1
- 4. JISC Activities JISC Innovation Programmes (e.g. Digitisation) Services (c.40, e.g. JANET, 6 Advisory Services) Provides and develops ICT facilities and resources; Provides support, advice and guidance; spreads good practice; Creates collaborative networks at home and abroad. JISC is driven by The needs of the community it serves Supporting the aims and objectives of the JISC’s funding partners Political drivers e.g. DIUS’ Employer Engagement (Leitch) + Innovation Nation Support for HE provision beyond HEIs (FE colleges, work place) Working in collaboration with e.g. HE Academy, Becta, internationally, Joint Information Systems Committee 30/07/2009 | slide 2
- 5. JISC Business and Community Engagement (BCE) Programme Developed in response to JISC’s Fifth Strategic Aim 2007-09: – To develop and implement a programme to support institutions’ engagement with the wider community The JISC BCE Programme supports institutions in their engagement with the wider community. It aims: – To enhance institutional efficiency, effectiveness and opportunities in business and community activities – To improve access to institutions’ knowledge assets for business and community organisations. What is BCE? Business and Community Engagement (BCE) is the strategic management of relationships with external partners and clients, and of the related institutional services (e.g. knowledge exchange, workforce development). Joint Information Systems Committee 30/07/2009 | slide 3
- 6. Business and Community Engagement Diversity of scope of engagement and outcomes Business Community Private Public Cultural Social & civic sector sector landscape arena Competitiveness, Efficiency, Cultural Resources & growth cohesion enrichment & opportunities quality of life ENHANCING INNOVATION & PRODUCTIVITY DELIVERING ECONOMIC & SOCIAL BENEFIT Note: This diagram does not represent scale of activity Joint Information Systems Committee 30/07/2009 | slide 4
- 7. What is BCE? BCE involves: – Innovation and knowledge exchange – Strategic partnerships – Workforce development and lifelong learning – Public and community engagement – Employer engagement – External Service provision and delivery Objective: to deliver benefits to economy and society - and the institutions, e.g. a more highly skilled workforce, a more efficient, dynamic and sustainable economy and a more cohesive, knowledge-enabled society, (see Innovation Nation) BCE is fundamentally about solving problems and creating opportunities through external engagement. Joint Information Systems Committee 30/07/2009 | slide 5
- 8. Business and Community Engagement – Enabling effective interaction BCE PRACTITIONERS Prognosis and diagnosis of opportunity, need Service-orientated, External access interoperable to HE and systems (e.g. CRM); innovation cohesive IT information BUSINESS & HE and FE infrastructure; resources KNOWLEDGE COMMUNITY & EXPERTISE DEMAND Research, Virtual collaborative Problem/need Education facilities for or opportunity institution/ external partner co-development JISC: Supporting BCE; enhancing infrastructure and service-provision; breaking down barriers Joint Information Systems Committee 30/07/2009 | slide 6
- 9. Examples of Institutional BCE Activities Core: Knowledge Transfer/Exchange and Employer Engagement – the constituency is external Activities are both research-led and education-led - with emphasis on service provision and demand-led service. Examples: • Consultancy services; • Collaborative research; Contract research • Start-up companies and spin-off companies • Alumni services • CPD and training services; • Workforce development services; Work-based learning; Work placements • Lifelong learning; • Enterprise facilities, activities and education • Incubation facilities and services; • Licensing of content and knowledge assets • Regional development and Regeneration • Events, festivals & facilities utilising the institution’s intellectual assets, such as • public lectures; performing arts events; exhibitions – museums/galleries; museum education. • Social entrepreneurship/corporate social responsibility; • Volunteering schemes; • Public service activities such as: • Food and diet improvement; Health awareness programmes; Problem solving - crime, narcotics etc.; Services for targeted groups e.g. IT for the elderly. Joint Information Systems Committee 30/07/2009 | slide 7
- 10. JISC Business and Community Engagement Programme – Streams and Key Work-packages Employer CRM 1 - ENHANCING KNOWLEDGE MANAGEMENT Engagement Online Tools VREs* 2 - FACILITATING COLLABORATION for BCE for BCE Embedding Supporting 3 - ENABLING CHANGE BCE Training & CPD Extending Business 4 - ENABLING Facilitating SME Access Mgt Info Resources THE INTERFACE Open Innovation e-empowering Awareness 5 - EMBEDDING AND COMMUNICATING BCE Comms. & in BCE in JISC Marketing 6 - NEEDS ANALYSIS AND EVALUATION Needs Analysis Formative + Summative Evaluation *Virtual Research Environments Joint Information Systems Committee 30/07/2009 | slide 8
- 11. JISC Services JISC TechDis JISC Netskills JISC InfoNet JISC Legal JISC ProcureWeb JISC Digital Media Working collaboratively on projects in: – Business and Community Engagement • Including tailoring/repackaging materials for BCE audiences – Curriculum Design and Delivery (FE and HE) – HEA Collaboration Supporting JISC Innovation Programmes (including e-learning eg e-portfolios, users and innovation – web2access, web2rights) Advice, guidance, resources, information and support, good practice, staff development, research and development Working with senior managers to practitioners, representative groups, professional bodies Joint Information Systems Committee 30/07/2009 | slide 9
- 12. Projects/Topics 1. Embedding BCE how are employer engagement , knowledge transfer and other functions organised and integrated (or not) within the institution and how does this impact on their effectiveness? 2. Awareness of BCE are core institutional support functions (eg IT, HR) fully aware of the needs of staff working these functions? what institutional barriers are there to supporting these activities? 3. CPD and Staff Skills do staff supporting these functions within an institution have the right skills (including technology-related skills) to enable them to work most effectively 4. Online collaborative tools what tools are in use to support collaboration between institutions and their partners Joint Information Systems Committee 30/07/2009 | slide 10
- 13. Embedding BCE Through Business Process Improvement and Internal Engagement John Burke
- 14. Project Staff John Burke, Project Manager Clive Alderson, Project Consultant Slide 2
- 15. Objective - 1 Identifying the key business processes and system implications involved and analysing the related coherence and efficiency of these
- 16. Objective - 2 Producing case studies which illustrate different models and degrees of business integration for different approaches to BCE
- 17. Objective - 3 Devising change plans in each of the five cases to enable BCE functions to be more effectively embedded by identifying areas for process improvement, actions, resources and change agents needed in each of the five cases which would result in better integrated strategic BCE operations
- 18. Objective - 4 Producing an infoKit which distils the learning from the above activities and highlights recommended business process improvement steps and methods for better integration of BCE operations within institutions
- 19. Objective - 5 Base-lining and developing the level and nature of engagement between central functions, (including libraries, administration and information management/IT) and BCE operations
- 20. Objective - 6 Producing a resource for managers of the central functions within an institution, with advice and guidance on BCE and how to support it. This will demonstrates the benefits for the institution and promote enhanced internal engagement and better integrated BCE
- 21. Project Partners University of Glamorgan Keele University Newcastle University Shrewsbury College of Art & Technology University of Strathclyde
- 22. Partner Activity Initial Start-Up Meeting, November 2008 Internal Launch Event Interviews with key members of staff Self-Evaluation Workshop Development Plan Dissemination Event
- 23. Structure Policy and Strategy Processes and Systems Partnerships and Resources Roles and Skills Customer Perceptions Key Performance Results
- 24. Findings – Policy and Strategy Strategies exist or are being written Lots of activity is taking place Planning is undertaken at middle or lower level, with an eye to strategic direction Senior Management are given overall responsibility Not all areas perceive themselves involved
- 25. Findings – Processes & Systems Central co-ordinating units “I say – there’s noisy students here!” Is embedded a good thing? IP is a key issue Inflexibility is a key issue Speed of response is a key issue Recognition of value is a key issue
- 26. Findings – Partnerships/Resources Strategic partnerships Commercial Partnerships CPD Partnerships Knowledge Transfer Partnerships Third Party Partnerships Supply Chains
- 27. Findings – Roles and Skills Compronday vooz la lingo? Marketing is 2-way The Mighty CRM – or is it...? Reality checks required Need for development and internal engagement
- 28. Findings – Customer Perceptions Participation figures are only part of it... Repeat Business Surveys
- 29. Findings – Performance Results Problems of measuring impact External benchmarking and evaluation Working to standards Setting the targets
- 30. Findings – IT !!!!! Academics did not mention IT until prompted The IP issue VPN (leading to VLE or external web site?) Information Systems Little or no use of Web2 Little or no differentiation between core and BCE within IT teams (same as HR & Finance)
- 31. John Burke Senior Adviser, JISC infoNet Tel: 07940 081165 Email: j.burke@northumbrian.ac.uk Twitter: johnburke1 Blog: http://jbep.blogspot.com JISC infoNet: http://www.jiscinfonet.ac.uk
- 32. The IT Managers’ Views Strategic Importance and Priority Policy constraints Likely (or actual) issues and barriers Staff Development issues (for IT and others) Access issues (internally and externally) Ease of use Resources – set-up & sustainability Risk
- 33. JISC Project: CRM Self Analysis Tools Project Findings, Tools and Wider Applicability Dr Matthew Donaghy Project Manager
- 34. What was the vision? To develop an open source self-analysis toolkit, empowering Higher Education Institutions (HEIs) to think through their people, process and technology issues before, during or after a Business and Community Engagement (BCE) orientated Customer Relationship Management (CRM) implementation. In other words: Look before you leap! Proposal Writing Skills for Scientists and Engineers
- 35. What did we deliver? Process Maps Self Analysis Tools (‘Easy to Use’, Open Source) On how different HEIs Focussing on how HEIs can (peripheral, tactical, think through people, strategic) manage their process and technology processes where CRM and issues prior, during or after BCE are concerned CRM implementation. This means tools / diagnostics on: • Linking CRM to BCE strategy • Change readiness • Process Mapping • Risk management (and scoring) • Thinking through security / ownership • Implementation planning • Checklists Proposal Writing Skills for Scientists and Engineers
- 36. How did we do it? Team Work! Project Advisory Group (Academics, Staff, External Organisations) Process Mapping and Research! Project Manager • Over 20 Institutions (HEIs and FECs) • Peripheral, Tactical, Strategic Process Mapper / Process Mapping Tools Developer Support Proposal Writing Skills for Scientists and Engineers
- 37. What did we find (Process Maps)? For ‘peripheral’ institutions, our process research found that many HEIs shared similar characteristics: • Limited approach to information sharing • Sporadic use of technology to maintain BCE contacts (but more of a localised ‘c-drive’ culture) • Some interoperability between systems but nonetheless cultural issues in terms of a lack of willingness by schools or departments to share contacts and knowledge Proposal Writing Skills for Scientists and Engineers
- 38. An example.... Business Engagement – From University to Company End No Company Business/ Company Telephone/Email/ Yes Participation and Face-to-Face Financial Support Contact Agreement on Research/Project End No No Development University Business Funding Pre-Award Team Yes Team Opportunity for Sign Contract Post-Award Team Evaluation Research Project Monitor Start 3-6 Months Yes Submit Application Project approved? Department/ Academics Email/ School/ Discussion on the No Telefone/ Estblish Cooperate Carry out Research Completion of Research Project Research and Project Proposal Meeting Contact Partnership Project? Research Project Written Report Project Academics Yes 1 Students Research Student Working on the 2 Research Project End 3 Department Finance Receive Research Funding Proposal Writing Skills for Scientists and Engineers
- 39. What did we find (Process Maps)? For ‘tactical / strategic’ institutions, our process research noted that: • There is clear leadership embedded in the process (VC in HEI E); • Strategic thinking and transparent policy development has supported information sharing approaches (HEI E and F on information sharing); • There is ‘buy in’ to the processes (FEC As commitment to reducing departmental workload); • Systems can be tailored to suit individual departments (HEI H have their own software support unit; FEC A are working towards CRM screens that appear ‘familiar’ to users). Proposal Writing Skills for Scientists and Engineers
- 40. An example.... Commercial Enquiries Enquiry received and details put on “My Projects” by the Commercial enquiry Regional enquiry commercial development team Skills/services search using “My Projects” Enquiry passed Already have a contact to commercial N within the university? development team Can university meet Regional customer N Knowledge N requirements? House Process Y Y Client and Consultant introduction Can the contact help Does the contact know N and discussions regarding proposal directly? anybody who can help? and delivery Y Proposal and contract sent Y Introduce useful contact Client accept Discussions and University Details put on Revise proposal proposal with “My Projects” and update cost client Request purchase order and start work Changes Y required? N Make enquiries and issue further instructions Carry out work Progre ss monitor ing Is the work N complete? Y Invoice issued and paid Proposal Writing Skills for Scientists and Engineers Feedback sought, project reviewed & records archived
- 41. Tools www.nottingham.ac.uk/gradschool/crm/ Proposal Writing Skills for Scientists and Engineers
- 42. Conclusion • Tools ‘testing’ • Wider applicability of tools Thank You! Proposal Writing Skills for Scientists and Engineers
- 43. Dr Stephen Armstrong – Head of Research Business Development (Research and Innovation)
- 44. • Overview of R&I Office • Project and systems examples – Lesson learned • What would make my life easier
- 45. Research and Innovation • Integrated Office – Established in 1994 – Pre-Award , Post-Award, IPR Management, Licensing, Commercialisation, Post Graduate Student Support, Student Enterprise, International Development – Line management to Senior Academic Officer responsible for Research and Knowledge Exchange • However, budget held within Professional Services • Not all Offices have this structure • Research Office – Commercial Office is often an alternative model
- 46. RESEARCH & INNOVATION DIRECTOR Departmental Secretary Support Staff (x2) Head of Research Head of Business Head of Grants & Manager, Head of Head of Development Development Contracts Service West of Scotnd International PGR Office Service Service KTP Centre Business Faculty Spin-Out Company Contracts Deputy Manager International Assistant CTA- Business Development Manager Managers (x6) Business Programmes DTA Officer Development IPR Manager Research Development Officer Researcher Managers (x5) Licensing Manager Costing Officer Managers (x2) Training Inter- Business Development Database Secretaries (x2) Administrator disciplinary Managers (x3) Assistant Administrative Project Business Development Assistants (x2) Manager Co-ordinator SEN Project Team (x4) Strathclyde Links Team (x2)
- 47. Activity Levels • 1200 Projects Processed Annually – ( Research, Consultancy, Services Rendered) • collaboration agreements , material transfer agreements, licence agreements • £35m Research Awards ( 400 contracts per annum) • EPSRC Collaborative Training Account – 320 Companies over a 3 year period • IPR Management – New Invention Disclosure • 40 per annum – New Patent Applications • 15 per annum • ( Portfolio of 100 patents) • 3 – 4 Spin out Companies per annum
- 48. KTG Metrics and Grant • Outreach • £188,223 • Enterprise Schemes • £176,186 • Consultancy • £307,828 • CPD • £773,862 • Industry,Gov • £724,074 Research • Licensing • £38,302 • Venturing • £34,525 £2,243,000
- 49. Stakeholder Analysis University Professional Services Management/Governance • Finance • University Court • Estates • Line Managers • HR • Principal, Deputy Principals • Press Office Senior Officers, University • IT Services Management Committee Government Academics •Scottish Funding Council • New academics/post docs •UK and Scottish Government • Experienced academics/major •Universities Scotland /UK project leaders/pooling directors •Dept Business Innovation and Skills • Inventors
- 50. Research Funders Industrial Partners – Research Councils – SMEs – Govmt Departments – Multinationals – Local Government – University Spin-outs – EU – FP7 – Alumni Entrepreneurs – Charities – Their contract / finance and legal – Industry representatives – NHS – World Bank , UN Other Universities Commercialisation Partners –National and International – Investors –Academic Staff – Venture Capitalists –Pooling Directors & Senior Officers – Interim CEOs –Other R&I type Depts – Economic Development –Their contract / finance and legal Agencies representatives – Patent agents – Lawyers
- 51. Current Tools • Bespoke database for grants and contracts • Costing Tool ( pFACT) • IPR management software (Inteum) • University Website • External Websites – Interface – University-technology.com • Sharepoint • Intranet • Funders electronic submission systems • Embarking on the specification of a comprehensive Research Management Information System – Lead by IT Services
- 52. • Physical and Digital Publications – Enterprise Matters – Research Matters • Webcasts – S100 Events • BCE Events Management – Expo’09 – Technology Showcase
- 53. FIN PFACT Web Sites 1. Marketing of Research Capability Research 2. Management of Bid Process Research R&I CMS SRS DB VLEs Research HR Profess ional Bid Funder’s RAE Many Intranet systems Local DB Systems 6. Manage Spread Student Information Manage sheets Staff Information 3. Initiating Research Contracts FIN Local Systems Spread Sheets Paper files Web 4. Manage Research Contracts Sites Strath Prints Locally Held 5. Manage Research Outputs INTEUM
- 54. Systems and Activity • R&I Database – Processing of Grants • Advanced Forming Research Centre – Large Capital Project with industry sponsorship • Researchers Portal – Supporting academic staff • Lessons from these projects
- 55. Grant or Contract Processes Pre-Award Post Award • Solicit and promote • Develop and negotiate opportunities contract • Cost and Price – Negotiate terms • Develop proposal • Re-Cost / Spec • Manage / approve depending on Price electronic submissions achieved • Track applications , file • Provide finance with and record on DB budget approval • Liaise with funder throughout grant
- 57. R&I Database Lessons • External procurement necessary as IT services could not deliver in timeframe .. Other priorities • IT Services then reluctant to maintain or support externally procured system – Had to run a dedicated server in department with no IT support • It eventually failed -> Chaos • Had to bribe IT services to take on support role • 7 years later still no generally available reporting function • Last to get Business Objects Universe • Can’t rely on external suppliers – On costs / upgrades expensive .. Over a barrel when it comes to disputes • Must be seen as part of the University’s core mission – Can’t do in isolation – Must integrate with other corporate systems – Need high level support • RIMS project : Chaired by Principal and VD Research and KE
- 58. Advanced Forming Research Centre £25 Million Project
- 59. AFRC Activities • Risk management • Opportunity management – Develop Value Proposition – Financial planning / modelling – Develop Intellectual Property – University Court Approval Position – State Aid Considerations – Sell academic capability – University Charter – Legal • Develop capacity Opinion – Identify Research Agenda – Reputation – Develop / Negotiate Pilot – Academic Engagement Projects – Contract Negotiation – Build internal team • Development Agency • Finance, Estates, HR, Senior Officers • Tier 1 Partners • Tier 2 Partners – Support Project Executive Team • Companies, Economic Development, Consultants, Lawyers Three Year Time Frame
- 60. AFRC Lessons • No centrally provided Groupware solution • Sharepoint “pilot” by learning services couldn’t authenticate external users – Concerns about licence for commercial use • Cost implication – no budget before a project • Lead department used their own server in the end – As the project evolves data management / commercial confidentiality needs careful consideration • Will split down into many sub-projects with different access rights • Commercial companies need reassurance about security and confidentiality – Can this be trusted to departments ? • Freedom of information requests may be an issue • Not everything should/can be committed to electronic documentation • Different participants at different phases of the project – Differing information requirements
- 61. Research Knowledge Management (Research Enhancement Group Project) Background • Recognition that we are not maximising the embedded knowledge within SU and that our systems and practices are , in places, not fit for purpose • A new research information systems based infrastructure (RIMS) is planned but is likely to take many years to be defined and implemented • Need to demonstrate that we can organise and use our existing systems and social practice ( with some modifications) to better support research knowledge management.
- 63. Researches Portal • Research in Practice • Linking Physical to digital – Research Funding – Calendar of events – Ethics and Sponsorship – Collaboration workspaces Approval – Good Research Practice • Knowledge Exchange in • Capturing of tacit knowledge Practice • Wikis – Commercialising Research – Economic and Social Impact • One Stop Shop – Working with Businesses and – Document Management of Organisations Policy Documents • Research Careers Enhancement – Developing your career • Integration with External – Research Induction Sources of Information • People and Collaboration – RSS Funding Feeds – Themed subsites – Blogs
- 64. Portal • Early decision to include BCE advice alongside Research Support and Career Development • Engagement – Academic staff – VD Research – Senior Officers – Departmental Staff – Professional Services Staff • HR, Finance, R&I, Comms • Research Leaders Programme – Academic engagement funded study – Learning Services • Data management paper had to be agreed by Research and Knowledge Transfer Strategy Committee – Sensitive information issues
- 65. Portal Lessons • Corporate roll out of Sharepoint… not well planned – Out the Box solution .. But really needs to be customised • Centrally supported but limited and overstretched developer resource – New product…. so learning on the job – Other priorities – We had to secure (part) funding for additional developer • Still not recruited • Authentication based on Active Directory – Not all departments use it ! • Training – Content originators unfamiliar with product • Need training resources to be developed – Promised but still not available • Had to do basic on the job training ourselves
- 66. R&I Lessons - General • We have no dedicated IT resource – Skills beyond Microsoft Office very limited • IT Services ( until recently) didn’t see us as part of core Administrative services, therefore unsupported and reliant on goodwill • Systems have grown piece meal with little integration or consistency • – No off the shelf product that integrates costing tool, pre-award processing, post-award management and financial management • Historical reliance on Oracle systems and capability – Limited Microsoft developer resource • IT Committee structure in University hampers progress – R&I office not represented – Often don’t see the external picture ( ie REF ) • Corporate Communications not linked well with BCE objectives • Data management becoming increasingly important – Research Excellence Framework – Freedom of Information Requests – Portfolio Management – Consistent reporting across multiple systems impossible
- 67. What we need – Joined up Research Information Management System • HR, Finance, R&I, Library ( Repository) – Document Management System • Integration of email and electronic document management – Event management software • Small and large • Booking and payment system • Collect permission to mail marketing materials – CRM system • However, cultural issues are the real problem – Who owns the relationship ? – Frequently BCE don’t own the relationship ! – Possibly groupware for use with Strategic Partners • Free Wifi for corporate clients – Better video conferencing – Embedded developer resource and Funded Programme to train “BCE” staff in common collaboration tools
- 68. Trialling of Online Collaborative Tools for BCE JISC BCE: Facilitating Collaboration http://www.jisc.ac.uk/whatwedo/programmes/bce/stream2.aspx
- 69. What are we trying to achieve? • the testing and piloting of selected web technologies, tailored as appropriate, in specific BCE collaborative contexts; • the provision of structured advice and guidance http://collaborativetools4bce.jiscinvolve.org/about/
- 70. For the first time, we have the tools to make group action truly a reality. And they’re going to change our whole world. - Clay Shirky
- 71. March 2009 CAMEL Approach CAMEL Cluster 1 University of the Arts London - Developing an online community of practice for photojournalism Call for University of Leeds Manchester & Sheffield Expressions of Exploiting the Innovation Division of Labour – Interest through Social Media Analysis & Synthesis Initial Call for Expressions Northumbria University and Open ICT Tools of Interest Short-list CAMEL Cluster 2 Participants University of Glamorgan - G Blog: The Listening Blog ‘Getting to know you better’ 12 Participants selected to ‘Pitch & Perfect’ their Project Start- up Meeting NHS (WM Health Academy) submissions University of Huddersfield – West Yorkshire Lifelong Pitch & Learning Network Perfect Event Proposals developed, based CAMEL Cluster 3 upon feedback from ‘Pitch New College, Swindon – Using CRM and & Perfect’ Collaborative Tools with Business and Community Enterprise Trials Chosen Knowledge House – Collaborative Tools to Support Business and Community Engagement External Advisory Services/External Expertise Evaluation
- 72. JISC Business & Community Engagement: Collaborative Tools The ‘G-Blog’ Project Pam Voisey GTi Project Manager July 2009
- 73. The ‘G-Blog’ Project The Listening Zone for the Glamorgan Enterprise Region Project Partners: • Regional Business Club : Rhondda-Cynon-Taf • Enterprise initiative for graduate startup • G-Blog Project team (IT, Enterprise, Research) • JISC project team & partner sites 2
- 74. The ‘G-Blog’ Project ‘G-Blog’ is a pilot project • Regular, informal contact route for SMEs to their local University, which will – Stimulate B2B and A4B interactions – Facilitate reciprocity, mutual help, community – Offer resources, information, tools – Use events and web environment – Engage with client groups through feedback – Create a listening channel and more – Build capacity, offer training 3
- 75. The ‘G-Blog’ Project Aimed at: GTi Business Incubator micro -businesses •University project •European + funded •10 years •Hot-desking •>250 micro businesses •All sectors •Not all are graduates 4
- 76. The ‘G-Blog’ Project Aimed at: RCT Business Club SMEs • Enthusiastic management team • Café style informal events • High profile speakers • Large regional coverage • Range from large, medium and micro companies • Spread across sectors • Digital natives to skeptics 5
- 77. The ‘G-Blog’ Project Working with IT ! • Close relationship with the department for incubator IT • Lynne had done some work on PR for IT people • Discussed idea with Senior Managers, got support • Identified key person to design and create the Blog – included in the Project set up meeting in Aston • Working process totally collaborative, for example: – Pam : consumer focus/let’s ask them what they want – Barry: We’ll use QMP – Pam: what’s that? – Result is successful feedback, WordPress as platform, design agreed, businesses recruited for first wave – and Pam upskilled! 6
- 78. The ‘G-Blog’ Project On-going goodwill • Keep everyone informed as progress is made – LCSS-IS (IT) – the original senior managers – Commercial Services links – Rhondda Cynon Taf Business Club - launch event – Micro businesses for first stage – the GTi constituents – Academics – Business School initially – Marketing – corporate look/having the right logos – Web Team – making sure the name is OK – Finance - using the credit card online/making the links 7
- 79. The ‘G-Blog’ Project Ongoing support: • Work with, don’t demand • Benefit from the process and be reflexive • Make it interesting • Involve in the nice bits, not just the slaving over a hot keyboard! • Acknowledge – PR for IT people 8
- 80. The ‘G-Blog’ Project Issues • RCT partner – complete change of personnel • Time constraints for all Practice • Good communication by email when meetings are squeezed • Support of line management in both IT and Project team • Working with RCT Business Club on launch event • Customer focus makes it meaningful = getting IT right 9
- 81. The ‘G-Blog’ Project Thanks to: UoG: Professor Brian Hobbs, Alun Hughes, Lynne Gornall, Tony Evans, Martyn Lynch, Alun Cox, Barry Richard, Rhian Evans Rhondda Cynon Taf CBC: Lorna Reed, Ross Chamberlain, Phil Barnes GTi businesses: Timto Ltd; School of Life; Live Assistant Business Solutions; GMA Consultants; Cymraeg Web Hosting; TiGra Networks; Bandog Media; Team Metalogic; Blue Stag Studio; EarthMonkey Media; Guardian Angel Technology JISC Team: Jacqui Kelly; Will Allen; Andy Stewart; Chris Young; the other BCE Projects 10
- 82. The ‘G-Blog’ Project Contact details: Pam Voisey G-Blog Project Leader University of Glamorgan 01443 482670 glamblog@glam.ac.uk 11
- 84. 2008 Collaborated with 3 Companies and 3 Companies and 2 Universities partners on 3 projects 3 projects ngagement ° 16 July 09 • Intel (USA) Intel (USA) Extending IT Support fo External En • Motorola (Korea & UK) • Great Southern Wood (USA) ( ) or • Hong‐ik University (Korea) • Auburn University (USA) Open ICT Tools JISC infoNet project
- 85. 2009 Collaborated with 2 Companies and 2 Companies and 3 Universities partners 1 Common project theme 1 Common project theme ngagement ° 16 July 09 • Inverness Medical (USA) Inverness Medical (USA) Extending IT Support fo External En • Motorola (Korea) or • Hong‐ik University (Korea) • Ohio State University (USA) • RMIT, University (Australia) Open ICT Tools JISC infoNet project
- 86. ngagement ° 16 July 09 Extending IT Support fo External En or Constructing Constructs Open ICT Tools JISC infoNet project The Open ICT Tools
- 87. Extending IT Support fo External En or ngagement ° 16 July 09 Open ICT Tools JISC infoNet project
- 88. Extending IT Support fo External En or ngagement ° 16 July 09 Open ICT Tools JISC infoNet project The Open ICT Tools
- 89. ICT tools to support ICT tools to support inter-organisational communication inter-organisational communication and data exchange and data exchangeg VoIP VoIP ngagement ° 16 July 09 (Voice over Internet Protocol such as Teleconferencing g Skype) Instant email Wikis messaging Extending IT Support fo External En Blogs Videoconferencing Interactive Interactive or Whiteboard Plone Technology Open ICT Tools JISC infoNet project FTP
- 90. Extending IT Support fo External En or ngagement ° 16 July 09 Open ICT Tools JISC infoNet project
- 91. Extending IT Support fo External En or ngagement ° 16 July 09 Open ICT Tools JISC infoNet project
- 92. Malware • 15 years to end 2007 – 358,000 • 135,000 in 2007 135,000 in 2007 • March 2008 > 135,000 • End of 2008 – 1.5M (3,500 per day) • (Figures from McAfee) (Figures from McAfee)
- 93. What are the dangers ? What are the dangers ? • Keyloggers – Get your passwords y p – And your credit card and bank details • Y Your PC becomes a robot PC b b t • Your PC becomes base for new attack
- 94. How does it happen ? How does it happen ? • Opening an e‐mail attachment • ‘OK to install new video codec ?’ OK to install new video codec ? • Downloading and installing free software • Accepting a file using an Instant Messenger • Installation through coercion Installation through coercion • Simply visiting a website
- 95. Why do they do it ? Why do they do it ? • Money
- 96. Wikis • Initially didn’t integrate with our authentication • There would be a training overhead for contributors • We would have to set it up and support it • Little demand
- 97. So… So • We got it hosted externally • As demand stabilised we brought it inside As demand stabilised we brought it inside
- 98. Skype • Skype got a bad reputation • Seen as a threat by network security • Its traffic is encrypted • Its protocols were kept secret Its protocols were kept secret • It commandeered PCs for its own purposes
- 99. So… So • We initially had a dedicated wireless network • We now have it on our normal wireless network • If there are no issues we would consider it on main network
- 100. FTP • Huge security risk • Do use a bit of Secure FTP (SFTP) Do use a bit of Secure FTP (SFTP) • Not sensible to open up your systems to allow other people to send you files h l d fil
- 101. Instant Messenger Instant Messenger • We needed a corporate version • Self installers use ‘external authentication’ Self installers use external authentication • Contacts needs to be self populated
- 102. So… So • We chose Office Communication Server • Works well internally Works well internally • In the process of installing bridge servers to externals l
- 103. Extending IT Support fo External En or ngagement ° 16 July 09 Open ICT Tools JISC infoNet project
- 104. Extending IT Support fo External En or ngagement ° 16 July 09 Open ICT Tools JISC infoNet project Questions? Questions?