Category / Research themes

Innovation awards – Partnership for Conflict, Crime and Security Research (PaCCS) – new call to be announced

Funding opportunities, innovation, international, Knowledge Exchange

esrc logo

 

Innovation awards under PaCCS focusing on Conflict and International Development

The ESRC and AHRC will shortly be launching a further call for interdisciplinary innovation awards under the Partnership for Conflict, Crime and Security Research (PaCCS) focusing on Conflict and International Development. (Pre-call.)

Find out more information including the proposed call timescale here.

AHRC information.

If you are interested in submitting to this call you must contact your  RKEO Funding Development Officer with adequate notice before the deadline.

For more funding opportunities that are most relevant to you, you can set up your own personalised alerts on Research Professional. If you need help setting these up, just ask your School’s/Faculty’s Funding Development Officer in  RKEO or view the recent blog post here.

If thinking of applying, why not add notification of your interest on Research Professional’s record of the bid so that BU colleagues can see your intention to bid and contact you to collaborate.

Critical Review Of Vendor Lock-In And Its Impact On Adoption Of Cloud Computing

PG research

Vendor_Lock-InWe would like to invite you to the latest research seminar of the Creative Technology Research Centre.

 

Title: Critical Review of Vendor Lock-In and Its Impact on Adoption of Cloud Computing

 

Speaker: Justice Opara-Martins (Bournemouth University PhD student)

 

Time: 2:00PM-3:00PM

Date: Wednesday 11th May 2016

Room: P302 LT, Poole House, Talbot Campus

 

Abstract:

Vendor lock-in is a major barrier to the adoption of cloud computing, due to the lack of standardization. Current solutions and efforts tackling the vendor lock-in problem are predominantly technology-oriented. Limited studies exist to analyse and highlight the complexity of vendor lock-in problem in the cloud environment. Consequently, most customers are unaware of proprietary standards which inhibit interoperability and portability of applications when taking services from vendors. In this seminar, I will provide a critical analysis of the vendor lock-in problem, from a business perspective. A survey based on qualitative and quantitative approaches conducted in this study has identified the main risk factors that give rise to lock-in situations. The survey analysis of 114 UK IT practitioners shows that, as computing resources migrate from on-premise to the cloud, the vendor lock-in problem is exacerbated. Furthermore, the findings exemplify the importance of interoperability, portability and standards in cloud computing. A number of strategies are proposed on how to avoid and mitigate lock-in risks when migrating to cloud computing. The strategies relate to contracts, selection of vendors that support standardised formats and protocols regarding standard data structures and APIs, developing awareness of commonalities and dependencies among cloud-based solutions. We strongly believe that the implementation of these strategies has a great potential to reduce the risks of vendor lock-in.

 

We hope to see you there.

 

Funding launched to encourage entrepreneurs in engineering or technology

Funding opportunities, innovation, Knowledge Exchange

Royal Academy Engineering

The Royal Academy of Engineering invites applications for its launchpad competition. Funding aims to encourage young entrepreneurs to start a new business based on their innovation in engineering or technology, with engineering defined in its broadest sense. The competition aims to:

•improve the skills of the awardee:

•develop role models of entrepreneurship;

•bring engineering innovations to market for a wider public benefit.

Applications are open to individuals or small teams. The lead applicant must be UK-based and aged between 16 and 25. They should have a viable and commercial business proposition with a large market opportunity, and be planning to set up a business within the 18 months following the application deadline. The feasibility of the initial product or service must have been proven preferably with a basic prototype.

The winner receives the JG Gammon award, which includes a cash prize of £15,000 and a year’s membership of the enterprise hub. This provides mentoring, training and networking opportunities with UK entrepreneurs and investors. Up to two other individuals or teams may be chosen as runners up.

Click here for more information on support for entrepreneurs.

Click here for more information on the launchpad competition – now live !

Lessons from Southern Health – leadership to support a culture of voice across complex integrated systems

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Dr Lee-Ann Fenge

Over the past few years there have been a number of reports which have highlighted concerns about failures of care and patient safety within a range of NHS settings raising serious concerns about the leadership of such organisations. Most recently The Care Quality Commission has identified “serious concerns” about the safety of mental health and learning disability patients at Southern Health NHS Trust. The concerns highlight the failures of leaders to deliver, monitor, assure, and safeguard a culture of safety, quality, and compassionate care and services.

This inspection took place following the publication of an independent review (the Mazars report  that described a number of concerns about the way the Trust reported and investigated deaths, particularly of people using its mental health and learning disabilities services, and a lack of leadership, concerning the reporting and investigation of unexpected deaths of mental health and learning disability service users.

So what leadership challenges are there in turning this situation around? Undoubtedly there have already been improvements in the care offered within the Trust, and the commitment of staff to provide high quality care is beyond doubt. However, the problems result from on-going senior leadership failures within the organisation. Leadership is the most influential factor in shaping organisational culture (Faculty for Medical Leadership and Management, 2015), and is essential to ensure high quality, safe and compassionate healthcare. A key failing identified in Southern Healthcare concerns a lack of robust governance arrangements to investigate incidents, resulting in a lost opportunity to learn from these incidents.

This highlights the importance of senior leadership in establishing and maintaining a culture which is open, responsive and able to learn. Such a culture includes a climate in which communication is valued as a two process which values critical upward communication. This requires a culture of ‘voice’ in which concerns raised by patients, carers and staff are listened to and responded to appropriately. This was sadly lacking at Southern Health and action was not taken to address known risks to the safety of patients, including a lack of response to previous concerns highlighted by the CQC in January 2014, October 2014 and August 2015.

The Trust also failed to respond appropriately to staff concerns about their abilities to discharge certain roles and duties. This perhaps illustrates the failure of senior managers to create a culture of ‘psychological safety’ for staff in which to identify, respond and learn from these problems. Psychological safety has been shown to be a crucial element in organizational efforts to detect and prevent problems (Edmondson et al. 2016). A culture which provides psychological safety for staff embraces ‘challenge’ as a pivotal learning mechanism, and this is supported by the work of McSherry and Pearce (2016) who suggest that safe, quality care requires leaders who can challenge and be challenged.

It is important to learn from the failings of Southern Health. Increasingly NHS leaders need to be able to respond to growing complexity across integrated systems of care. They need the ability to support a system of communication which values the ‘voice’ of all stakeholders to create innovative solutions to 21st century challenges. This requires system leadership that works in partnership across organisations ‘to construct the services that are needed’ (HSJ, 2015:4). It also requires a commitment to create a shared vision of care which values the voice and presence of patients, carers and staff as key stakeholders.

References

McSherry, R.and Pearce, P. (2016) ‘What are the effective ways to translate clinical leadership into healthcare quality improvement?’ Journal of Healthcare Leadership; 2016 (8): 11-17

Keynote Speaker at BAM Marketing and Retail SIG Event on Sustainability and Ethical Consumption

Research themes

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Professor Juliet Memery was a keynote speaker last week at a British Academy of Management Event held at the Surrey Business School, University of Surrey. The event on Sustainability and Ethical Consumption was hosted by the BAM Marketing and Retail Special Interest Group and brought together academics and practitioners to discuss research in the area. The event aimed to make an assessment of sustainability and ethical consumption research by looking back at its original purpose, how it has developed, where it is now, and what it could or should develop into, so providing food for thought for future research in the area. The day was well attended with over 30 presentations being made and a lot of insightful discussions were held.

The event is tied to a special issue of ‘Management Decision’, a peer reviewed journal published by Emerald, on Sustainability and Ethical Consumption which will be edited by the co-organisers and keynote speakers. Details of the special issue will be advertised in the near future, and submissions are invited from researchers in the area.

Perspectives from an Early Career Researcher (ECR): Tips for Conference Engagement

PG research

Last week I attended the 20th European Congress of Physical and Rehabilitation Medicine (ESPRM) in Estoril, which covered topics from functional gait analysis-to-household ergonomics. By the morning coffee break of day one, it came back to me that engaging in a conference is an art-form. In this brief report I hope to share some tips, based on my own experiences in academia.

Beforehand, workload-dependent, leave all mobile technologies and laptops in your room. Emails can wait until the day’s end and social media will only serve to distract (Quentin Tarantino bans mobile phones from his film sets, so there).

Firstly, register early and familiarize yourself with the layout of the conference centre. Stop for a coffee; premium-grade typically dispensed by the sponsor’s kiosk.

Secondly, take the time to read the programme, and map your ‘conference schedule’ (i.e., what sessions you intend to attend). Breakfast presents a fine opportunity for planning, on a day-by-day basis. Schedule planning is important for larger meetings, which can deliver many parallel sessions. Attend a conference with an aim(s). Be strategic; balance topics specific to, and outside your research area. For example, I attended i) functional mobility in older adults (subject-specific), ii) Cochrane Review/PGR development (non-specific, CPD), iii) cognitive dual-tasking (semi-specific, interest), and iv) Nordic walking (personal interest) sessions. Specialist workshops, such as ECR sessions, are gold-dust as you gain insight from international perspectives and practices. I also recommend not studiously attending every single session; I did this in my first conference and burnt out post-coffee break on day two. Don’t feel guilty missing a session if you feel it holds no relevance to you (or your personal development), otherwise you risk losing concentration on the sessions you are interested in. Stop for a coffee.

Thirdly, relax, enjoy yourself and don’t be afraid to talk. You can often learn more (and establish links) during coffee breaks, than in the sessions. Yes, you are at work, and yes, you may be abroad, but don’t fall into wi-fi hunting. Ultimately, you will check, and respond to, emails. You can do this back home. Engage with the academic and local cultures. Remember wi-fi may be omnipresent, but it wasn’t until about 6 years ago.

Finally, ask constructive questions. If presenting, welcome questions as they reflect an interested audience, and may highlight areas that you haven’t yet considered. Do not view negative/antagonistic questions as a challenge, they may not agree with your perspective and/or may have misinterpreted you. Data rigour and quality control are imperative, but findings may be serendipitous.

If you can master these, please tell me how, as I’m still learning.

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Dr James Gavin

Lecturer (Exercise Physiology)

Department of Sport & Physical Activity

jgavin@bournemouth.ac.uk

24/5/16 – Smart Cities Sandpit

BU Challenges, Funding opportunities, Research themes, Training

creativity road signJust a quick reminder before the long weekend, to sign up for the forthcoming Smart Cities sandpit on Tuesday, 24th May 2016.

To take part in this exciting opportunity, BU staff should complete the Smart-Cities-Sandpit-Application-Form and return this to Dianne Goodman by Tuesday, 17th May (extended to allow for those taking leave around the Bank Holiday). Places are strictly limited.

By applying, you agree to attend for the full duration of the event on 24th May (c. 9:30 – 16:30). This event will be held in BU’s Executive Business Centre (EBC).

If you are one of our external blog subscribers and you are interested in attending or if BU staff have any queries prior to submitting your application, please contact Emily Cieciura, RKEO Research Facilitator: EU & International.

 

 

This event is especially pertinent given this announcement from the Dorset Local Enterprise Partnership:

£23.3 million will be invested into four major transport schemes to improve access into and around the Port of Poole and help boost economic growth in the area.  The funds have been secured by Dorset Local Enterprise Partnership as part of the Dorset Growth Deal.

The four schemes will be delivered by the Borough of Poole and include:

  • A £4.3 million investment into the A349 (the main link road into the Port of Poole and the town centre from the A31) at Gravel Hill:
    • Stabilising and strengthening embankments
    • Increasing capacity for motor vehicles at the Queen Anne Drive junction
    • Improving facilities for pedestrians and cyclists
  • £2 million junction, pedestrian and cyclist improvements at Darby’s Corner and Dunyeats junction.
  • New ‘approach spans’ for Poole Bridge i.e. the parts of the bridge that carry traffic from the land to the main section of the bridge (the green copper towers).  This £4.2 million superstructure replacement will ensure the bridge continues to offer a vital route into the port:
    • Carriageway widened to 6.5 metres
    • Conversion of footpath into a 2.5-metre-wide shared footway/cycleway
    • Extension of shared footway/cycleway along the lifting spans
  • £13 million worth of major access improvements to the Port of Poole on the town side of the Backwater Channel and new development sites.  Improvement to a number of key junctions including redevelopment of Hunger Hill.

What will these improvements achieve?

These major transport infrastructure projects will improve access into and around the Port of Poole, unlock regeneration sites, create more highly skilled jobs, improve housing and drive local economic growth.

When will work start?

The current work schedule start dates are as follows:

  • Dunyeats junction – May 2016
  • Darby’s Corner – 2018
  • Gravel Hill – July 2016
  • New approach spans for Poole Bridge – September2016
  • Townside access improvements – 2017/2018.

What are ‘Growth Deals’?

Growth Deals provide funds to local enterprise partnerships for projects that benefit the local area and economy. A total of £79 million for Dorset has already been successfully bid for by Dorset LEP through the Dorset Growth Deal, which aims to bring together local, national and private sector funding to unlock and unblock key housing and employment sites, create more highly skilled jobs and support economic growth.

£23,310,000 has been allocated to fund transport infrastructure improvements into and around the Port of Poole.  This figure includes both Dorset Local Enterprise Partnership’s growth deal funding (90%) and a local contribution from the Borough of Poole (10%).

 For more information

For more details about the Port of Poole growth deal visit www.poole.gov.uk/dorsetgrowthdeal

“This multi-million-pound investment into the Port of Poole’s transport infrastructure will not only safeguard important road and bridge routes but will also unlock economic growth into the region.” 

Gordon Page, Chairman, Dorset Local Enterprise Partnership

 

Pollinator Exchange HEIF project connects practitioners and academics in common pursuit of urban pollinator conservation

Business Engagement, HEIF, innovation, Knowledge Exchange, Knowledge Transfer

Pollinators are vitally important ecosystem service providers. They have been credited with being responsible for pollinating one-third of the food we eat; indeed many of our crops are wholly or partially dependent on insect pollination. Hence, the decline in pollinator populations has been a cause of concern not just for scientists, but for governments and the public at large. In the UK, this has led to an official government strategy on how to best protect our pollinators: the National Pollinator Strategy (Defra 2014).

Taking into account the growing number of studies that show the vitally important role urban areas can play in pollinator conservation, the strategy recognises pollinator-friendly management across towns and cities as a key component in nationwide efforts to halt their decline. While understanding of urban pollinators’ needs and experience in managing urban green spaces for their benefit is accumulating, it can often be difficult for practitioners to find the practical advice they need to implement the right measures. This was highlighted at a recent meeting co-organised by Defra and the University of Bristol’s Urban Pollinators Project which recommended the establishment of a central repository of information for urban practitioners.

BU’s Pollinator Exchange HEIF project, launched in October 2015 collaboratively between the Faculty of Science and Technology and the Media School, aims to fulfil this role. It will result in an online portal that links practitioners, academics, NGOs, private gardeners, ecological consultants and anyone else with an active interest in urban pollinator conservation. Users are invited to share relevant guidelines, case studies, summaries of peer-reviewed papers and other content that will help urban green space managers make pollinator-friendly choices based on the latest evidence.

The project is supported by Bournemouth Borough Council and the Bumblebee Conservation Trust. A stakeholder workshop in May will provide potential users with the opportunity to comment on the portal’s content and usability, ensuring it will be both useful and intuitive when launched in July. For questions or feedback, please contact Project Manager Kathy Hodder (khodder@bournemouth.ac.uk) or Research Assistant Arne Loth (aloth@bournemouth.ac.uk).

New comparative paper India-Nepal

international, Publishing

India-NepalThis week saw the publication of a new paper co-written by BU staff in the Sociological Bulletin.  This is the first paper comparing Indian and Nepali Maoist rebels providing health services and health promotion to the communities under their influence.  It presents the key provisions either made by rebel health workers themselves or by putting political pressure on government health workers to deliver better services in the areas controlled by rebels. Prof. Edwin van Teijlingen’s co-authors are based in India and Nepal.  Prof. Gaurang R. Sahay is based at the Centre for Study of Developing Societies, Tata Institute of Social Sciences, Mumbai, India, whilst Bhimsen Devkota is Professor in Health Education, Tribhuvan University, Nepal.

This sociological paper is based on a mixed-method approach comprising 15 interviews and a questionnaire survey with 197 Nepalese Maoist health workers and a secondary analysis of policy documents and other published materials on the Maoist health services of India. The paper suggests that rebel health services in India and Nepal followed a fairly similar approach to what and how they offered health care services to local populations. Maoists becoming a government party changed the political landscape for the rebel health workers in Nepal. However, not incorporating the Maoist rebel health workers into the government health system was a missed opportunity. There are lessons that India and Nepal can learn from each other. Should the Maoist rebels and the Government of India come to an agreement, potential for rebel health workers to be integrated in the official health care system should at least be considered.

The paper benefitted from an earlier review through eBU: Online Journal.  The feedback from the eBU: Online Journal’s reviewers helped shape and polish the paper before submission to the Sociological Bulletin.services-ebu-logo

 

Edwin van Teijlingen

CMMPH

 

 

References:

  1. Sahay, G., Devkota, B., van Teijlingen, E.R. (2016) Rebel Health Services in South Asia: Comparing Maoist-led Conflicts in India & Nepal, Sociological Bulletin 65(1):19-39.