![Page 1: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/1.jpg)
Extending IT Support for
External Engagement
Euston House
16th July 2009
![Page 2: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/2.jpg)
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
![Page 3: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/3.jpg)
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
![Page 4: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/4.jpg)
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,
![Page 5: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/5.jpg)
Joint Information Systems Committee 30/07/2009 | slide 3
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
![Page 6: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/6.jpg)
Joint Information Systems Committee 30/07/2009 | slide 4
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
![Page 7: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/7.jpg)
Joint Information Systems Committee 30/07/2009 | slide 5
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.
![Page 8: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/8.jpg)
Joint Information Systems Committee 30/07/2009 | slide 6
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
![Page 9: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/9.jpg)
Joint Information Systems Committee 30/07/2009 | slide 7
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.
![Page 10: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/10.jpg)
Joint Information Systems Committee 30/07/2009 | slide 8
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
![Page 11: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/11.jpg)
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
![Page 12: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/12.jpg)
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
![Page 13: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/13.jpg)
John Burke
Embedding BCEThrough Business Process
Improvement and
Internal Engagement
![Page 14: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/14.jpg)
Slide 2
Project Staff
John Burke, Project Manager
Clive Alderson, Project Consultant
![Page 15: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/15.jpg)
Objective - 1
Identifying the key business processes and
system implications involved and analysing
the related coherence and efficiency of
these
![Page 16: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/16.jpg)
Objective - 2
Producing case studies which illustrate
different models and degrees of business
integration for different approaches to BCE
![Page 17: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/17.jpg)
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
![Page 18: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/18.jpg)
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
![Page 19: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/19.jpg)
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
![Page 20: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/20.jpg)
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
![Page 21: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/21.jpg)
Project Partners
University of Glamorgan
Keele University
Newcastle University
Shrewsbury College of Art & Technology
University of Strathclyde
![Page 22: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/22.jpg)
Partner Activity
Initial Start-Up Meeting, November 2008
Internal Launch Event
Interviews with key members of staff
Self-Evaluation Workshop
Development Plan
Dissemination Event
![Page 23: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/23.jpg)
Structure
Policy and Strategy
Processes and Systems
Partnerships and Resources
Roles and Skills
Customer Perceptions
Key Performance Results
![Page 24: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/24.jpg)
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
![Page 25: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/25.jpg)
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
![Page 26: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/26.jpg)
Findings – Partnerships/Resources
Strategic partnerships
Commercial Partnerships
CPD Partnerships
Knowledge Transfer Partnerships
Third Party Partnerships
Supply Chains
![Page 27: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/27.jpg)
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
![Page 28: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/28.jpg)
Findings – Customer Perceptions
Participation figures are only part of it...
Repeat Business
Surveys
![Page 29: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/29.jpg)
Findings – Performance Results
Problems of measuring impact
External benchmarking and evaluation
Working to standards
Setting the targets
![Page 30: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/30.jpg)
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)
![Page 31: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/31.jpg)
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
![Page 32: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/32.jpg)
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
![Page 33: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/33.jpg)
JISC Project: CRM Self Analysis Tools
Project Findings, Tools and Wider Applicability
Dr Matthew Donaghy
Project Manager
![Page 34: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/34.jpg)
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!
![Page 35: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/35.jpg)
Proposal Writing Skills for Scientists and Engineers
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
![Page 36: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/36.jpg)
Proposal Writing Skills for Scientists and Engineers
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
![Page 37: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/37.jpg)
Proposal Writing Skills for Scientists and Engineers
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
![Page 38: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/38.jpg)
Proposal Writing Skills for Scientists and Engineers
An example....B
us
ine
ss
/
Co
mp
an
yS
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
![Page 39: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/39.jpg)
Proposal Writing Skills for Scientists and Engineers
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).
![Page 40: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/40.jpg)
Proposal Writing Skills for Scientists and Engineers
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
![Page 41: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/41.jpg)
Proposal Writing Skills for Scientists and Engineers
Tools
www.nottingham.ac.uk/gradschool/crm/
![Page 42: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/42.jpg)
Proposal Writing Skills for Scientists and Engineers
Conclusion
• Tools ‘testing’
• Wider applicability of tools
Thank You!
![Page 43: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/43.jpg)
Dr Stephen Armstrong
– Head of Research Business Development
(Research and Innovation)
![Page 44: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/44.jpg)
• Overview of R&I Office
• Project and systems examples
– Lesson learned
• What would make my life easier
![Page 45: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/45.jpg)
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
![Page 46: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/46.jpg)
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
![Page 47: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/47.jpg)
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
![Page 48: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/48.jpg)
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
![Page 49: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/49.jpg)
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
![Page 50: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/50.jpg)
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
![Page 51: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/51.jpg)
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
![Page 52: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/52.jpg)
• Physical and Digital Publications
– Enterprise Matters
– Research Matters
• Webcasts
– S100 Events
• BCE Events Management
– Expo’09
– Technology Showcase
![Page 53: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/53.jpg)
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
![Page 54: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/54.jpg)
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
![Page 55: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/55.jpg)
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
![Page 56: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/56.jpg)
![Page 57: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/57.jpg)
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
![Page 58: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/58.jpg)
Advanced Forming Research Centre
£25 Million Project
![Page 59: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/59.jpg)
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
![Page 60: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/60.jpg)
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
![Page 61: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/61.jpg)
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.
![Page 63: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/63.jpg)
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
![Page 64: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/64.jpg)
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
![Page 65: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/65.jpg)
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
![Page 66: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/66.jpg)
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
![Page 67: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/67.jpg)
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
![Page 68: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/68.jpg)
Trialling of Online Collaborative Tools for BCE
JISC BCE: Facilitating Collaboration
http://www.jisc.ac.uk/whatwedo/programmes/bce/stream2.aspx
![Page 69: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/69.jpg)
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/
![Page 70: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/70.jpg)
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
![Page 71: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/71.jpg)
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
![Page 72: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/72.jpg)
JISC Business & Community
Engagement:
Collaborative Tools
The ‘G-Blog’ Project
Pam Voisey
GTi Project Manager
July 2009
![Page 73: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/73.jpg)
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
![Page 74: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/74.jpg)
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
![Page 75: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/75.jpg)
4
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
![Page 76: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/76.jpg)
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
5
![Page 77: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/77.jpg)
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!
6
![Page 78: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/78.jpg)
7
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
![Page 79: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/79.jpg)
8
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
![Page 80: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/80.jpg)
9
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
![Page 81: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/81.jpg)
10
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
![Page 82: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/82.jpg)
11
The ‘G-Blog’ ProjectContact details:
Pam VoiseyG-Blog Project Leader
University of Glamorgan
01443 482670
![Page 83: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/83.jpg)
![Page 84: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/84.jpg)
2008 Collaborated with 3 Companies and3 Companies and2 Universities partners on 3 projects3 projects
16 J
uly
09ng
agem
ent °
• Intel (USA)
or E
xter
nal E
n • Intel (USA)• Motorola (Korea & UK)• Great Southern Wood (USA)
IT S
uppo
rt fo ( )
• Hong‐ik University (Korea)
Open ICT Tools JISC infoNet projectExt
endi
ng
• Auburn University (USA)
![Page 85: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/85.jpg)
2009 Collaborated with 2 Companies and2 Companies and3 Universities partners1 Common project theme1 Common project theme
16 J
uly
09ng
agem
ent °
• Inverness Medical (USA)
or E
xter
nal E
n • Inverness Medical (USA)• Motorola (Korea)
IT S
uppo
rt fo
• Hong‐ik University (Korea)• Ohio State University (USA)
Open ICT Tools JISC infoNet projectExt
endi
ng
• RMIT, University (Australia)
![Page 86: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/86.jpg)
Constructing Constructs16
Jul
y 09
ngag
emen
t °or
Ext
erna
l En
IT S
uppo
rt fo
Open ICT Tools JISC infoNet projectExt
endi
ng
The Open ICT Tools
![Page 87: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/87.jpg)
16 J
uly
09ng
agem
ent °
or E
xter
nal E
nIT
Sup
port
fo
Open ICT Tools JISC infoNet projectExt
endi
ng
![Page 88: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/88.jpg)
16 J
uly
09ng
agem
ent °
or E
xter
nal E
nIT
Sup
port
fo
Open ICT Tools JISC infoNet projectExt
endi
ng
The Open ICT Tools
![Page 89: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/89.jpg)
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
16 J
uly
09
Teleconferencing
VoIP (Voice over Internet Protocol such as
Skype)
ngag
emen
t °
Wikisemail
gInstant
messaging
or E
xter
nal E
n Wikisemail
VideoconferencingBlogs
messaging
Interactive
IT S
uppo
rt fo Videoconferencing Interactive
Whiteboard TechnologyPlone
Open ICT Tools JISC infoNet projectExt
endi
ng Technology
FTPPlone
![Page 90: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/90.jpg)
16 J
uly
09ng
agem
ent °
or E
xter
nal E
nIT
Sup
port
fo
Open ICT Tools JISC infoNet projectExt
endi
ng
![Page 91: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/91.jpg)
16 J
uly
09ng
agem
ent °
or E
xter
nal E
nIT
Sup
port
fo
Open ICT Tools JISC infoNet projectExt
endi
ng
![Page 92: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/92.jpg)
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)
![Page 93: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/93.jpg)
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
![Page 94: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/94.jpg)
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
![Page 95: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/95.jpg)
Why do they do it ?Why do they do it ?
• Money
![Page 96: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/96.jpg)
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
![Page 97: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/97.jpg)
SoSo…
• We got it hosted externally
• As demand stabilised we brought it insideAs demand stabilised we brought it inside
![Page 98: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/98.jpg)
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
![Page 99: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/99.jpg)
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
![Page 100: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/100.jpg)
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
![Page 101: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/101.jpg)
Instant MessengerInstant Messenger
• We needed a corporate version
• Self installers use ‘external authentication’Self installers use external authentication
• Contacts needs to be self populated
![Page 102: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/102.jpg)
SoSo…
• We chose Office Communication Server
• Works well internallyWorks well internally
• In the process of installing bridge servers to lexternals
![Page 103: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/103.jpg)
16 J
uly
09ng
agem
ent °
or E
xter
nal E
nIT
Sup
port
fo
Open ICT Tools JISC infoNet projectExt
endi
ng
![Page 104: 09 Extending It For External Engagement Full Version](https://reader033.vdocuments.us/reader033/viewer/2022042606/54c1e5ab4a7959c4198b45b4/html5/thumbnails/104.jpg)
16 J
uly
09ng
agem
ent °
or E
xter
nal E
nIT
Sup
port
fo
Questions?Open ICT Tools JISC infoNet projectE
xten
ding
Questions?