The UK Web Focus Consultancy
Since 1995 Brian has supported effective use of Web technologies across the UK’s higher education community, initially as senior trainer at Netskills then, for over 16 years, as UK Web Focus at UKOLN. Following cessation of UKOLN’s core funding Brian worked as Innovation Advocate at Cetis for about 19 months. However this finished following the cessation of Jisc funding which led, after a period of two years, the closure of the organisation at the University of Bolton.
After working as a Web and technology adviser for the UK’s higher and further education communities since 1996 Brian Kelly is now an independent consultant. This web site provides details of Brian’s consultancy work, access to the UK Web Focus blog and links to Brian’s papers and presentations.
The UK Web Focus Blog
The UK Web Focus blog was launched in November 2006 and originally hosted by WordPress.com. The blog has been migrated to the ukwebfocus.com web site and will continue to contain posts about use of Web technologies, especially developments of interest to the higher education community.
The IWMW Event
IWMW, the Institutional Web Management Workshop series, was launched in 1997. The event has proved to be sustainable, with continued interest across the UK’s web management community in participation in an event which focusses on the challenges of providing large-scale web services in higher education.
Next year, 2016 will see a special occasion: the 20th IWMW event. An official announcement will be made shortly.
A recent post asked “Should We Boycott Academia.edu?” and contained details of a survey of use of Academia.edu by Russell Group universities. The survey was a follow-up to a 2012 Survey of Use of Researcher Profiling Services Across the 24 Russell Group Universities which summarised usage of several researcher profiling services (Researchgate, ResearcherID, LinkedIn and Google Scholar Citations as well Academia.edu). The initial survey found 33,812 users of Academia.edu from the Russell Group universities, which showed an increase of nearly 400% in just over 3 years.
Although there may be interests in developing sectoral alternatives to such services, any plans will need to take into account the popularity across the research community of existing services, understand the reasons for such popularity and the risks that a new sectoral competitor may fail to attract sufficient numbers of users to make it viable.