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.

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?