1. Mobility Workshop Griffith University Case Study Bruce Callow Director – Information and Communication Technology Services ICTS November 2011

2. About Griffith University

3. Fast Facts  Griffith University opened in 1975  5 campuses across 3 cities (Brisbane, Logan and the Gold Coast)  Over 300 degrees available for study  10 broad study areas: Humanities, Languages and Criminology, Business and Commerce, Education, Engineering and IT, Environment, Planning and Architecture, Health, Law, Music, Science, Visual and Creative Arts  Over 40,000 students (domestic and international)  Over 100,000 graduates from over 156 countries have passed through our doors ICTS November 2011

4. New Sir Samuel Griffith building  Griffith University is building Australia’s first zero-emission and self-powering teaching and research building driven by solar-powered hydrogen energy, which will be a model for remote communities that are 'off-grid' and cannot access power in Australia and across the world ICTS November 2011 For completion by end of 2012 at Nathan campus

5. ICTS November 2011 New Science, Engineering and Architecture building  Science, Engineering and Architecture building at the Gold Coast campus Opened 2010

6. 6 Science, Environment, Engineering and Technology July 2010 5 Campuses in Queensland, Australia ICTS November 2011

7. Mobility  Enterprise mobility defined by devices people carry, their job roles and their mobility.  The application of mobile devices and wireless technology to enable communication, information access, and business transactions from any device, from anyone, from anywhere, at anytime.  Mobility Solutions include the delivery of: »Solutions for information sharing and networking »Solutions for wireless connectivity (network infrastructure/systems) »Solutions for personal portable, localized information and transaction enabling (mobile devices)  Convergence of wireless, mobile devices and the internet ICTS November 2011

10. Mobility at Griffith  Unified Communications – Pilot done  Virtualised Desktop – Pilot commencing  BYOD – Consideration stage  Support for mobile devices – Struggling with  Wireless network – Planning extensive growth  Eduroam – In place  Learning spaces – considerable work done  Mobile apps – released, next release in January / February ICTS November 2011

11. Case Study ICTS November 2011

12.  CASE STUDY – Use of personal video conferencing and Unified Communications  Survey to determine current practices  Development of business case  Setup of pilot technology and training of pilot group  Running of Pilot  Review ICTS November 2011

13. Survey  The aim of the survey was to determine high level themes in collaboration tools, practices and behaviors and needs.  The sample consisted of the same individuals selected to partake in Griffith University’s Video Collaboration and System Trial and was comprised of a number roles including executive roles, management roles and team roles. The sample came from: » Griffith Executive, » INS Executive, » Information and Communication Technology Services, » Scholarly Information Research, and » Learning and Teaching.  94 participants in the pilot; 44 responded to the survey and 21 were interviewed ICTS November 2011

14. Survey Results  The most frequently utilised forms of collaboration for the sample were General Communication, Management Meetings and Workshop Meetings respectively. ICTS November 2011

15. Survey Results  Face to face collaboration is the most popular method of collaboration for 5 of the 6 collaborative activities followed closely by video conferencing, web conferencing and email. ICTS November 2011

16. Survey Results  Some points to note: 59% of respondents would spend 1 hour or more of their time travelling between campuses for meetings. 10% cent of these respondents estimated that they spent more than 5 hours in transit between campuses each week.  In 42% of cases, the meeting activities requiring travel lasted only an hour or less. ICTS November 2011

17. Survey Results  ICTS November 2011

18. Business Case  Using scenarios to indicate a management collaboration baseline, and also the benefit opportunity.  The Student experience not included in this business case. ICTS November 2011

19. Current state scenario - Operations management collaboration  Sandra is a manager located at the Gold Coast with 4 teams each with 6 members located across other campuses.  Sandra is member of her peer management group, 2 Griffith SME committees and 2 inter University forums.  Sandra often has a full diary of commitments each week. She performs a juggling act when scheduling in appointments or receiving meeting requests, selecting any slot available. She provides similar guidance to her team. As such she does not “have time” to think about the best method for collaboration and it is often face to face.  Sandra has attempted video conferencing on a number of occasions, however the rooms were already booked over a month in advance. As such, she travels to: »Logan campus 2x per month and Nathan campus 2x per week for routine team management meetings. »Nathan once per month for strategic forums (e.g. policy, key decisions making). »Nathan 2x per month and Southbank 6x per year for projects and workshops. ICTS November 2011

20. New state scenario - Operations management collaboration  Due to recent initiatives within the University a number of options for collaboration have been made available to Sandra in supporting her role:  Integrated video conferencing and portable video facilities,  Desktop conferencing solutions (video phone and web-based tools), and  Real time document sharing and editing capabilities.  Sandra now conducts significantly more collaboration form her desk space. Similarly, because of the holistic use of the improved collaboration tools with the university, Sandra is also requested to use the tools more via diary invites from other Griffith staff and managers.  As such, Sandra’s travel now consists of : »Logan campus 1x per month and Nathan campus 4x per month for team management meetings and strategic forums. »Southbank 4x per year for projects and workshops.  All other activities are carried out on the GC and through video collaboration. ICTS November 2011

21. So what are the figures  Current State  New State ICTS November 2011

22. How the figures stacked up  Each graph is based upon the Griffith Executive Group, 15 teams where 2 members of each team travel between campuses and a varying number of managers who travel / work between campuses. The X Axis on each graph is for the number of managers.  Calculations are based on:  1. Vehicle Running costs use University chargeout rates for pool vehicles.  2. Vehicles are changed over at 60,000k at a cost of $30,000 per vehicle.  3. There are 210 working days in a year used to calculate staff savings.  4. Annual staff costs including on-costs is calculated at $125,000. ICTS November 2011

26. Technology Solution  Drivers  Ease of use  Integrate room based with desktop with phones with mobility  Ability to link locally, nationally and internationally  Fit for purpose – multiple solutions  It must “Just work” all the time ICTS November 2011

31. Learnings  How to recover the savings  Varying degrees of acceptance  Need to be done as a workgroup  Ease of use and understanding of solution is paramount  Excellent Change managers / trainers required ICTS November 2011

32. Where to from here  Further work to increase integration of technology and increased options for users  Planning for rollout of IPtel and Unified Comms  Funding model ICTS November 2011

34. Questions and comments ICTS November 2011