09 Extending It For External Engagement Full Version

Extending IT Support for

External Engagement

Euston House

16th July 2009

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 Engagement

John Burke JISC InfoNet

1100 - 1115 Refreshment break

1115 – 1200 Exploring Key IT Challenges and Solutions

Group activity

1200 – 1230 Self-Analysis Tools for Change Management and CRM

Matt Donaghy Nottingham University

1230 – 1330 Lunch

1330 – 1400 IT for BCE: A View from the Sharp End

Steve Armstrong 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 Programme

Simon Whittemore JISC BCE Programme Manager

1530 – 1550 Three To Take Forward: Key IT-related issues for future focus

Group activity

1550 – 1600 Final comments and workshop close

Joint Information Systems Committee 30/07/2009 | slide 1Joint Information Systems Committee Supporting education and research

Business and Community Engagement (BCE) Overview

Rob Allen

JISC Services BCE Manager

16 July 2009

Extending IT Support for External Engagement

Joint Information Systems Committee 30/07/2009 | slide 2

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,


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).

JISC Business and Community Engagement (BCE) Programme


Note: This diagram does not represent scale of activity

CommunityBusiness

Resources & opportunities

Private sector

Social & civic arena

Culturallandscape

Public sector

Efficiency,

cohesion

Business and Community Engagement

Diversity of scope of engagement and outcomes

Competitiveness,growth

Cultural

enrichment &

quality of life

ENHANCING INNOVATION & PRODUCTIVITY

DELIVERING ECONOMIC & SOCIAL BENEFIT


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.


Business and Community Engagement – Enabling effective interaction

JISC: Supporting BCE; enhancing infrastructure and service-provision; breaking down barriers

Virtual collaborative

facilities for

institution/

external partner

co-development

External access

to HE and

innovation

information

resources

Service-orientated,

interoperable

systems (e.g. CRM);

cohesive IT

infrastructure; HE and FE

KNOWLEDGE

& EXPERTISE

Research,

Education

BUSINESS &

COMMUNITY

DEMAND

Problem/need

or opportunity

BCE PRACTITIONERSPrognosis and diagnosis of opportunity, need


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.


JISC Business and Community Engagement Programme –

Streams and Key Work-packages

5 - EMBEDDING AND COMMUNICATING BCE

4 - ENABLING

THE INTERFACE

3 - ENABLING CHANGE

2 - FACILITATING COLLABORATION

1 - ENHANCING KNOWLEDGE MANAGEMENT

6 - NEEDS ANALYSIS AND EVALUATION

CRMEmployer

Engagement

Online Tools

for BCE

Embedding

BCE

Supporting

Training & CPD

Extending

Access Mgt

Business

Info Resources

Facilitating

Open InnovationSME

e-empowering

VREs*

for BCE

*Virtual Research Environments

Awareness

in BCE in JISC

Comms. &

Marketing

Needs Analysis Formative +

Summative Evaluation

Joint Information Systems Committee

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

30/07/2009 | slide 9

Joint Information Systems Committee

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

30/07/2009 | slide 10

John Burke

Embedding BCEThrough Business Process

Improvement and

Internal Engagement

Slide 2

Project Staff

John Burke, Project Manager

Clive Alderson, Project Consultant

Objective - 1

Identifying the key business processes and

system implications involved and analysing

the related coherence and efficiency of

these

Objective - 2

Producing case studies which illustrate

different models and degrees of business

integration for different approaches to BCE

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

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

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

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

Project Partners

University of Glamorgan

Keele University

Newcastle University

Shrewsbury College of Art & Technology

University of Strathclyde

Partner Activity

Initial Start-Up Meeting, November 2008

Internal Launch Event

Interviews with key members of staff

Self-Evaluation Workshop

Development Plan

Dissemination Event

Structure

Policy and Strategy

Processes and Systems

Partnerships and Resources

Roles and Skills

Customer Perceptions

Key Performance Results

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

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

Findings – Partnerships/Resources

Strategic partnerships

Commercial Partnerships

CPD Partnerships

Knowledge Transfer Partnerships

Third Party Partnerships

Supply Chains

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

Findings – Customer Perceptions

Participation figures are only part of it...

Repeat Business

Surveys

Findings – Performance Results

Problems of measuring impact

External benchmarking and evaluation

Working to standards

Setting the targets

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)

John BurkeSenior Adviser, JISC infoNet

Tel: 07940 081165

Email: [email protected]

Twitter: johnburke1

Blog: http://jbep.blogspot.com

JISC infoNet: http://www.jiscinfonet.ac.uk

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

JISC Project: CRM Self Analysis Tools

Project Findings, Tools and Wider Applicability

Dr Matthew Donaghy

Project Manager

Proposal Writing Skills for Scientists and Engineers

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!


What did we deliver?

Process Maps

On how different HEIs (peripheral, tactical, strategic) manage their processes where CRM and BCE are concerned

Self Analysis Tools (‘Easy to Use’, Open Source)Focussing on how HEIs can think through people, process and technology issues prior, during or after 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


Team Work!

How did we do it?

Project Advisory Group

(Academics, Staff, External

Organisations)

Project Manager

Process Mapper /

Tools Developer

Process Mapping

Support

Process Mapping and Research!

• Over 20 Institutions (HEIs and FECs)

• Peripheral, Tactical, Strategic


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


An example....B

us

ine

ss

/

Co

mp

an

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tud

en

tsS

ch

oo

l/

De

pa

rtm

en

t/

Ac

ad

em

ics

Un

ive

rs

ity

Bu

sin

es

s

De

ve

lop

me

nt

Te

am

Fin

an

ce

De

pa

rtm

en

t

Funding

Opportunity for

Research ProjectStart

Telephone/Email/

Face-to-Face

Contact

Discussion on the

Research and

Project

Yes

No

Business Engagement – From University to Company

Email/

Telefone/

Meeting Contact

Academics

Agreement on

Research/Project

End

Sign Contract

Project Proposal

Pre-Award Team

Evaluation

Carry out Research

Project?

Receive Research

Funding

Research Student

Working on the

Research Project

Completion of

Research Project

No

YesPost-Award Team

Monitor

Company

Participation and

Financial Support

Research Project

Written Report

No

Yes

Submit Application

End

End

3-6 Months Project

approved?

Yes

NoEstblish Cooperate

Partnership

1

2

3


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).


An example....

Commercial Enquiries

Uni

vers

ity

Y

N

N

Y

Y

N

Y

Regional enquiry

Y

N

N

Y

N

Introduce useful

contact

Client accept

Make enquiries and issue further

instructions

Proposal and contract sent

Progre

ss

monitor

ing

Details put on

“My Projects”

Is the work

complete?

Changes

required?

Request purchase order and start

work

Carry out work

Revise proposal

and update cost

Can university meet

customer

requirements?

Enquiry passed

to commercial

development

team Regional

Knowledge

House Process

Does the contact know

anybody who can help?

Already have a contact

within the university?

Can the contact help

directly?

Commercial enquiry

Discussions and

proposal with

client

Enquiry received and details

put on “My Projects” by the

commercial development

team

Skills/services search using “My

Projects”

Client and Consultant introduction

and discussions regarding proposal

and delivery

Feedback sought, project

reviewed & records archived

Invoice issued and paid


Tools

www.nottingham.ac.uk/gradschool/crm/

http://www.nottingham.ac.uk/gradschool/crm/


Conclusion

• Tools ‘testing’

• Wider applicability of tools

Thank You!

Dr Stephen Armstrong

– Head of Research Business Development

(Research and Innovation)

• Overview of R&I Office

• Project and systems examples

– Lesson learned

• What would make my life easier

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

DIRECTOR

Head of Business

Development

Service

Head of Grants &

Contracts Service

Head of

International

Business

Spin-Out Company

Development Manager

IPR Manager

Licensing Manager

Business Development

Managers (x3)

Business Development

Co-ordinator

SEN Project Team (x4)

Strathclyde Links Team

(x2)

Contracts

Managers (x6)

Research

Costing Officer

Database

Assistant

International

Programmes

Officer

Departmental

Secretary

Support Staff

(x2)

Head of Research

Development

Service

Faculty

Business

Development

Managers (x5)

Inter-

disciplinary

Project

Manager

Manager,

West of Scotnd

KTP Centre

Head of

PGR Office

Assistant CTA-

DTA Officer

Researcher

Training

Administrator

Administrative

Assistants (x2)

Deputy Manager

Business

Development

Managers (x2)

Secretaries (x2)

RESEARCH & INNOVATION

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

http://www.su2p.com/

KTG Metrics and Grant

• Outreach

• Enterprise Schemes

• Consultancy

• CPD

• Industry,Gov

Research

• Licensing

• Venturing

• £188,223

• £176,186

• £307,828

• £773,862

• £724,074

• £38,302

• £34,525

£2,243,000

University

Management/Governance

• University Court

• Line Managers

• Principal, Deputy Principals

Senior Officers, University

Management Committee

Professional Services

• Finance

• Estates

• HR

• Press Office

• IT Services

Government

•Scottish Funding Council

•UK and Scottish Government

•Universities Scotland /UK

•Dept Business Innovation and Skills

Academics

• New academics/post docs

• Experienced academics/major

project leaders/pooling directors

• Inventors

Stakeholder Analysis

Research Funders

– Research Councils

– Govmt Departments

– Local Government

– EU – FP7

– Charities

– Industry

– NHS

– World Bank , UN

Industrial Partners

– SMEs

– Multinationals

– University Spin-outs

– Alumni Entrepreneurs

– Their contract / finance and legal

representatives

Other Universities

–National and International

–Academic Staff

–Pooling Directors & Senior Officers

–Other R&I type Depts

–Their contract / finance and legal

representatives

Commercialisation Partners

– Investors

– Venture Capitalists

– Interim CEOs

– Economic Development

Agencies

– Patent agents

– Lawyers

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

http://www.interface-online.org.uk/

http://www.university-technology.com/



https://moss.strath.ac.uk/research/resportal/default.aspx

http://www.strath.ac.uk/ri/

http://www.interface-online.org.uk/

• Physical and Digital Publications

– Enterprise Matters

– Research Matters

• Webcasts

– S100 Events

• BCE Events Management

– Expo’09

– Technology Showcase

http://www.strath.ac.uk/media/departments/administrativedepartments/researchinnovation/enterprisematters/flash/spring09/index.html

1. Marketing of Research

Capability2. Management of Bid Process

3. Initiating Research

Contracts

5. Manage Research

Outputs

4. Manage Research Contracts

Manage

Staff Information

6. Manage

Student Information

RAE

DB

Web

Sites

CMS

PFACT

Research

Profess

ional

Research

Research

Bid

Intranet

FIN

Funder’s

systems

R&I

DB

Spread

sheets

FIN

Spread

Sheets

Paper

files

INTEUM

Strath

Prints

HR

SRS

Many

Local

Systems

Local

Systems

VLEs

Locally

Held

Web

Sites

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

Grant or Contract Processes

Pre-Award

• Solicit and promote

opportunities

• Cost and Price

• Develop proposal

• Manage / approve

electronic submissions

• Track applications , file

and record on DB

Post Award

• Develop and negotiate

contract

– Negotiate terms

• Re-Cost / Spec

depending on Price

achieved

• Provide finance with

budget approval

• Liaise with funder

throughout grant

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

Advanced Forming Research Centre

£25 Million Project

http://www.scottish-enterprise.com/

http://www.scottish-enterprise.com/

AFRC Activities

• Risk management

– Financial planning / modelling

– University Court Approval

– State Aid Considerations

– University Charter – Legal Opinion

– Reputation

– Academic Engagement

– Contract Negotiation• Development Agency

• Tier 1 Partners

• Tier 2 Partners

• Opportunity management– Develop Value Proposition

– Develop Intellectual Property Position

– Sell academic capability• Develop capacity

– Identify Research Agenda

– Develop / Negotiate Pilot Projects

– Build internal team• Finance, Estates, HR, Senior

Officers

– Support Project Executive Team

• Companies, Economic Development, Consultants, Lawyers

Three Year Time Frame

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

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.

https://moss.strath.ac.uk/research/resportal/

Researches Portal

• Research in Practice– Research Funding

– Ethics and Sponsorship Approval

– Good Research Practice

• Knowledge Exchange in Practice– Commercialising Research

– Economic and Social Impact

– Working with Businesses and Organisations

• Research Careers Enhancement– Developing your career

– Research Induction

• People and Collaboration– Themed subsites

• Linking Physical to digital

– Calendar of events

– Collaboration workspaces

• Capturing of tacit knowledge

• Wikis

• One Stop Shop

– Document Management of Policy Documents

• Integration with External Sources of Information

– RSS Funding Feeds

– Blogs

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

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

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

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

Trialling of Online Collaborative Tools for BCE

JISC BCE: Facilitating Collaboration

http://www.jisc.ac.uk/whatwedo/programmes/bce/stream2.aspx

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/

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

Pitch & Perfect Event

Project Start-up Meeting

CAMEL Cluster 1

CAMEL Cluster 2

CAMEL Cluster 3

Advisory Services/External Expertise

Call for Expressions of

Interest

Short-list Participants

Trials Chosen

Initial Call for Expressionsof Interest

12 Participants selected to ‘Pitch & Perfect’ their submissions

Proposals developed, based upon feedback from ‘Pitch & Perfect’

University of the Arts London - Developing an online community of practice for photojournalism

University of Leeds Manchester & Sheffield Exploiting the Innovation Division of Labour –

through Social Media

Northumbria University and Open ICT Tools

University of Glamorgan - G Blog: The Listening Blog ‘Getting to know you better’

NHS (WM Health Academy)

University of Huddersfield – West Yorkshire Lifelong Learning Network

New College, Swindon – Using CRM and Collaborative Tools with Business and Community

Enterprise

Knowledge House – Collaborative Tools to Support Business and Community Engagement

CAMEL Approach

An

alysis & Syn

thesis

External Evaluation

March 2009

JISC Business & Community

Engagement:

Collaborative Tools

The ‘G-Blog’ Project

Pam Voisey

GTi Project Manager

July 2009

2

The ‘G-Blog’ ProjectThe 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

3

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

4


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

5

The ‘G-Blog’ ProjectAimed 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

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6

The ‘G-Blog’ ProjectWorking 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!

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7


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

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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

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9


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

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The ‘G-Blog’ ProjectThanks 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

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The ‘G-Blog’ ProjectContact details:

Pam VoiseyG-Blog Project Leader

University of Glamorgan

01443 482670

[email protected]

mailto:[email protected]

2008 Collaborated with 3 Companies and3 Companies and2 Universities partners on 3 projects3 projects

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• Intel (USA)

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• Hong‐ik University (Korea)

Open ICT Tools JISC infoNet projectExt

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• Auburn University (USA)

2009 Collaborated with 2 Companies and2 Companies and3 Universities partners1 Common project theme1 Common project theme

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• Inverness Medical (USA)

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• Hong‐ik University (Korea)• Ohio State University (USA)


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• RMIT, University (Australia)

Constructing Constructs16

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The Open ICT Tools

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The Open ICT Tools

ICT tools to supportICT tools to supportinter-organisational communication and data exchange

ICT tools to supportinter-organisational communication and data exchange

VoIP

gand data exchange

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Teleconferencing

VoIP (Voice over Internet Protocol such as

Skype)

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Interactive

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Whiteboard TechnologyPlone


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FTPPlone

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MalwareMalware

• 15 years to end 2007 – 358,000

• 135,000 in 2007135,000 in 2007

• March 2008 > 135,000

• End of 2008 – 1.5M (3,500 per day)

• (Figures from McAfee)(Figures from McAfee)

What are the dangers ?What are the dangers ?

• Keyloggers– Get your passwordsy p

– And your credit card and bank details

Y PC b b t• Your PC becomes a robot

• Your PC becomes base for new attack

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 coercionInstallation through coercion

• Simply visiting a website

Why do they do it ?Why do they do it ?

• Money

WikisWikis

• Initially didn’t integrate with our authentication

• There would be a training overhead for contributorscontributors

• We would have to set it up and support it

• Little demand

SoSo…

• We got it hosted externally

• As demand stabilised we brought it insideAs demand stabilised we brought it inside

SkypeSkype

• 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

SoSo…

• 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 networknetwork

FTPFTP

• 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 h l d filother people to send you files

Instant MessengerInstant Messenger

• We needed a corporate version

• Self installers use ‘external authentication’Self installers use external authentication

• Contacts needs to be self populated

SoSo…

• We chose Office Communication Server

• Works well internallyWorks well internally

• In the process of installing bridge servers to lexternals

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Questions?Open ICT Tools JISC infoNet projectE

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Questions?