Snippet - Promoting ORCID to your researchers: Uni of Technology, Sydney
McWhirter, Scott
As ORCID is rolled out at institutions across the country, librarians and research managers are involved in promoting and signing up researchers to ORCID. To assist in this process, the Council of Australian University Librarians (CAUL), the Australian National Data Service (ANDS) and the Australian Access Federation (AAF) are co-sponsoring a webinar that will cover: - Key messages you can use to promote ORCID to your researchers - Walkthrough of an ORCID record plus how to connect research datasets - How to access support via the Australian ORCID Consortium - Institutional experience of researcher engagement with ORCID - the National Library's ORCID integration work This webinar is an opportunity for you to both learn and share information regarding ORCID messages for researchers. The webinar organisers would like to gather information on ORCID messages that institutions have crafted for their researchers with a view to sharing these via a public website. Background: ORCID provides a persistent digital identifier that distinguishes one researcher from another. Through integration in key research workflows such as manuscript and grant submission, ORCID supports automated linkages between researchers and their professional activities, ensuring that their work is recognised. The benefits of adopting ORCID in Australia have been clearly articulated in Joint Statements and an Australian ORCID Consortium launched in February with 40 institutional members. Audience: Open to all but aimed at librarians and research managers engaging with researchers in ORCID promotion and sign up
 Hi everybody, thanks Julia. My name is Scott McQuirter, I'm at the University of Technology Sydney and I'd just like to talk to you about some of the work we've been doing over the past five to six months. We've had an interest in disambiguation of research data that has stemmed a little bit from an experience we had with our name. We had a comma in our name and that meant that essentially quite a lot of our data was being delimited in the major aggregators and so we changed our name. So we take that disambiguation problem fairly seriously. We also have a high proportion of staff who have a common given initial and surname combination and you can see on the right hand side of the screen here, this is the top publishing authors at UTS and there seem fairly common combinations there. We also being a technology university have quite high coverage rates in the all-good integrated sources so in Crossref and its focus and we work with two research management systems that are downstream from our key students and staff systems so we do experience some of the system duplicate problems that we think ORCID can help with and both of the systems that we use have some degree of integration with ORCID so we're kind of in a good position to do something quickly. So we had a bit of a think when we heard that the consortium was in the off-in and we came up with a few projects that we'd like to undertake. One was aimed at getting us to 500 users inside Simplexic, one of our core systems, the next to a thousand, two thousand and then eventually at some time in the distant future to have the research effort at UTS well described by ORCID. So I'll be talking mostly about this fairly small project that we ran late last year and that kicked off October 1 when we took out an institutional subscription ahead of the consortium subscription. We did that because we weren't quite sure how long the consortium would take to get over the line and thank you to everybody involved. It was a relatively painless exercise from our perspective. One of the things we wanted was for the ORCIDs to be used inside one of our systems so it was kind of important that people just didn't go off and get an ORCID but it was actually used in anger somewhere. As a byproduct of the project we wanted the academic community to broadly understand what ORCID was and we also wanted the administrative community to understand what the opportunities were for ORCID. Because of the time period that we were running it over we decided that we wouldn't run it as an especially collaborative project that would be largely driven by the research division. We just really concentrate on this single system and that's because it was going to run over the break. So what worked well? Certainly signing up the senior executive early so the deputy vice chancellor of research, many of the ADRs, the deans and giving them some merchandise seemed to be very effective in them becoming strong advocates for this small change program that we were undertaking. We also got a list of ORCIDs from ORCIDs of people who had UTS as an employer or in their education background and we directly emailed them with a simple one page of how to establish the link. We have a message of the month so we talked to January message of the month which basically involves an email for that standard across all research division emails. We used large screens in every building, put out general university notices, a DVCR email and the weekly funding opportunities newsletter for every week in that month had a standard description of what the benefits were and how to get to a single one page about establishing an ORCID and the keynote into the product. We approached the ARC and NHLMC applicant through direct emails. We changed the login screen to SimpliTip to offer training and to indicate a kind of running total of where we're up to and we did some targeted workshops in some areas of the university that we thought would benefit directly and I have to say that one of the things that was kind of insurmountable with the publishers that are mandating during the lifetime of the project. So this is the adoption at UTS and you can see this is largely the period for the project. So you can see it's a nice steady adoption over the period and the period since has got a more gentle gradient. We're not really marketing at all. And you can see as to who has gotten an ORCID. If you ignore the fairly small divisions at the end here, it's who you might expect. So the science and health, the people that might gain the most benefit. Arts and Social Sciences well represented. They were running a profile project that we piggybacked. Engineering and IT had very low penetration rates for the majority of the project and then when I truly announced this mandate they just downed up. And law and DAB where you'd suspect that marketing this type of change might be more difficult has proved to be the case and we've got a bit more work to do with the Graduate School of Health here at UTS. This is just a picture of the log in spring and just in practice. So indicating that the integration has been done, what the key benefit was and where we're up to with the assistance of training and setting up a registering interest. So the things that didn't run so well was that during the lifetime of the project we didn't really have remote access set up to this key product very well especially for math users. So it's now been fixed. We also didn't have a standard place in the academic profile template, external profile template during the lifetime of that project and that would have been helpful. So the next project that we've just been funded is to assess which other systems we'll use ORCID to look at the integration pathways for those systems and we'll certainly be getting some advice from Mel Rolly. Feminising our central IT services with ORCID and maybe the API but I don't think that would be especially required given our approach. Certainly developing a much more coherent approach across all the support divisions within the university and beginning that much longer process of integrating ORCID into the actual processes of the university around recruitment induction and that is I think all.
 Hi everybody, thanks Julia. My name is Scott McQuirter, I'm at the University of Technology  Sydney and I'd just like to talk to you about some of the work we've been doing over the  past five to six months. We've had an interest in disambiguation of research data that has  stemmed a little bit from an experience we had with our name. We had a comma in our  name and that meant that essentially quite a lot of our data was being delimited in  the major aggregators and so we changed our name. So we take that disambiguation problem  fairly seriously. We also have a high proportion of staff who have a common given initial and  surname combination and you can see on the right hand side of the screen here, this is  the top publishing authors at UTS and there seem fairly common combinations there. We  also being a technology university have quite high coverage rates in the all-good integrated  sources so in Crossref and its focus and we work with two research management systems  that are downstream from our key students and staff systems so we do experience some  of the system duplicate problems that we think ORCID can help with and both of the systems  that we use have some degree of integration with ORCID so we're kind of in a good position  to do something quickly. So we had a bit of a think when we heard that the consortium  was in the off-in and we came up with a few projects that we'd like to undertake. One  was aimed at getting us to 500 users inside Simplexic, one of our core systems, the next  to a thousand, two thousand and then eventually at some time in the distant future to have  the research effort at UTS well described by ORCID. So I'll be talking mostly about  this fairly small project that we ran late last year and that kicked off October 1 when  we took out an institutional subscription ahead of the consortium subscription. We did  that because we weren't quite sure how long the consortium would take to get over the  line and thank you to everybody involved. It was a relatively painless exercise from  our perspective. One of the things we wanted was for the ORCIDs to be used inside one of  our systems so it was kind of important that people just didn't go off and get an ORCID  but it was actually used in anger somewhere. As a byproduct of the project we wanted the  academic community to broadly understand what ORCID was and we also wanted the administrative  community to understand what the opportunities were for ORCID. Because of the time period  that we were running it over we decided that we wouldn't run it as an especially collaborative  project that would be largely driven by the research division. We just really concentrate  on this single system and that's because it was going to run over the break.  So what worked well? Certainly signing up the senior executive early so the deputy vice  chancellor of research, many of the ADRs, the deans and giving them some merchandise  seemed to be very effective in them becoming strong advocates for this small change program  that we were undertaking. We also got a list of ORCIDs from ORCIDs of people who had UTS  as an employer or in their education background and we directly emailed them with a simple  one page of how to establish the link. We have a message of the month so we talked to  January message of the month which basically involves an email for that standard across  all research division emails. We used large screens in every building, put out general  university notices, a DVCR email and the weekly funding opportunities newsletter for every  week in that month had a standard description of what the benefits were and how to get to  a single one page about establishing an ORCID and the keynote into the product.  We approached the ARC and NHLMC applicant through direct emails. We changed the login  screen to SimpliTip to offer training and to indicate a kind of running total of where  we're up to and we did some targeted workshops in some areas of the university that we thought  would benefit directly and I have to say that one of the things that was kind of insurmountable  with the publishers that are mandating during the lifetime of the project.  So this is the adoption at UTS and you can see this is largely the period for the project.  So you can see it's a nice steady adoption over the period and the period since has  got a more gentle gradient. We're not really marketing at all. And you can see as to who  has gotten an ORCID. If you ignore the fairly small divisions at the end here, it's who  you might expect. So the science and health, the people that might gain the most benefit.  Arts and Social Sciences well represented. They were running a profile project that we  piggybacked. Engineering and IT had very low penetration rates for the majority of the  project and then when I truly announced this mandate they just downed up. And law and DAB  where you'd suspect that marketing this type of change might be more difficult has proved  to be the case and we've got a bit more work to do with the Graduate School of Health here  at UTS. This is just a picture of the log in spring and just in practice. So indicating  that the integration has been done, what the key benefit was and where we're up to with  the assistance of training and setting up a registering interest.  So the things that didn't run so well was that during the lifetime of the project we  didn't really have remote access set up to this key product very well especially for  math users. So it's now been fixed. We also didn't have a standard place in the academic  profile template, external profile template during the lifetime of that project and that  would have been helpful. So the next project that we've just been funded is to assess which  other systems we'll use ORCID to look at the integration pathways for those systems and  we'll certainly be getting some advice from Mel Rolly. Feminising our central IT services  with ORCID and maybe the API but I don't think that would be especially required given our  approach. Certainly developing a much more coherent approach across all the support divisions  within the university and beginning that much longer process of integrating ORCID into  the actual processes of the university around recruitment induction and that is I think all.
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Hi everybody, thanks Julia. My name is Scott McQuirter, I'm at the University of Technology Sydney and I'd just like to talk to you about some of the work we've been doing over the past five to six months. We've had an interest in disambiguation of research data that has stemmed a little bit from an experience we had with our name. We had a comma in our name and that meant that essentially quite a lot of our data was being delimited in the major aggregators and so we changed our name. So we take that disambiguation problem fairly seriously. We also have a high proportion of staff who have a common given initial and surname combination and you can see on the right hand side of the screen here, this is the top publishing authors at UTS and there seem fairly common combinations there. We also being a technology university have quite high coverage rates in the all-good integrated sources so in Crossref and its focus and we work with two research management systems that are downstream from our key students and staff systems so we do experience some of the system duplicate problems that we think ORCID can help with and both of the systems that we use have some degree of integration with ORCID so we're kind of in a good position to do something quickly. So we had a bit of a think when we heard that the consortium was in the off-in and we came up with a few projects that we'd like to undertake. One was aimed at getting us to 500 users inside Simplexic, one of our core systems, the next to a thousand, two thousand and then eventually at some time in the distant future to have the research effort at UTS well described by ORCID. So I'll be talking mostly about this fairly small project that we ran late last year and that kicked off October 1 when we took out an institutional subscription ahead of the consortium subscription. We did that because we weren't quite sure how long the consortium would take to get over the line and thank you to everybody involved. It was a relatively painless exercise from our perspective. One of the things we wanted was for the ORCIDs to be used inside one of our systems so it was kind of important that people just didn't go off and get an ORCID but it was actually used in anger somewhere. As a byproduct of the project we wanted the academic community to broadly understand what ORCID was and we also wanted the administrative community to understand what the opportunities were for ORCID. Because of the time period that we were running it over we decided that we wouldn't run it as an especially collaborative project that would be largely driven by the research division. We just really concentrate on this single system and that's because it was going to run over the break. So what worked well? Certainly signing up the senior executive early so the deputy vice chancellor of research, many of the ADRs, the deans and giving them some merchandise seemed to be very effective in them becoming strong advocates for this small change program that we were undertaking. We also got a list of ORCIDs from ORCIDs of people who had UTS as an employer or in their education background and we directly emailed them with a simple one page of how to establish the link. We have a message of the month so we talked to January message of the month which basically involves an email for that standard across all research division emails. We used large screens in every building, put out general university notices, a DVCR email and the weekly funding opportunities newsletter for every week in that month had a standard description of what the benefits were and how to get to a single one page about establishing an ORCID and the keynote into the product. We approached the ARC and NHLMC applicant through direct emails. We changed the login screen to SimpliTip to offer training and to indicate a kind of running total of where we're up to and we did some targeted workshops in some areas of the university that we thought would benefit directly and I have to say that one of the things that was kind of insurmountable with the publishers that are mandating during the lifetime of the project. So this is the adoption at UTS and you can see this is largely the period for the project. So you can see it's a nice steady adoption over the period and the period since has got a more gentle gradient. We're not really marketing at all. And you can see as to who has gotten an ORCID. If you ignore the fairly small divisions at the end here, it's who you might expect. So the science and health, the people that might gain the most benefit. Arts and Social Sciences well represented. They were running a profile project that we piggybacked. Engineering and IT had very low penetration rates for the majority of the project and then when I truly announced this mandate they just downed up. And law and DAB where you'd suspect that marketing this type of change might be more difficult has proved to be the case and we've got a bit more work to do with the Graduate School of Health here at UTS. This is just a picture of the log in spring and just in practice. So indicating that the integration has been done, what the key benefit was and where we're up to with the assistance of training and setting up a registering interest. So the things that didn't run so well was that during the lifetime of the project we didn't really have remote access set up to this key product very well especially for math users. So it's now been fixed. We also didn't have a standard place in the academic profile template, external profile template during the lifetime of that project and that would have been helpful. So the next project that we've just been funded is to assess which other systems we'll use ORCID to look at the integration pathways for those systems and we'll certainly be getting some advice from Mel Rolly. Feminising our central IT services with ORCID and maybe the API but I don't think that would be especially required given our approach. Certainly developing a much more coherent approach across all the support divisions within the university and beginning that much longer process of integrating ORCID into the actual processes of the university around recruitment induction and that is I think all.
McQuirter, I'm at the University of Technology a little bit from an experience we had with our with two research management systems that are with and both of the systems that we use have some degree of integration with ORCID so we're up with a few projects that we'd like to undertake. One was aimed at getting us to 500 institutional subscription ahead of the everybody involved. It was a relatively painless but it was actually used in anger somewhere. As a it as an especially collaborative project that break. So what worked well? Certainly signing up standard across all research division emails. We what the benefits were and how to get to a single one page about establishing an ORCID and the this is the adoption at UTS and you can see this remote access set up to this key product very that would have been helpful. So the next project other systems we'll use ORCID to look at the integration pathways for those systems and we'll all the support divisions within the university and beginning that much longer process of