The Scottish Government

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6.30 Does your organisation provide digital media services that support its creative processes, whether those are digital in format or not?

Question intent: The intent of this question was to ascertain whether the DMS organisations were producing supported the creative process somehow and not just the more usual information accessing function.

Those who said 'yes':

• " New creative designs are circulated to key people via e-mail and can be viewed on-line."
• " Part of our core function."
• " Much of our work is captured digitally including digital photography of archaeological sites and historic buildings, aerial photography and field survey using GPS and EDM technology as well as GIS for desk-based data capture and manipulation, aerial survey rectification, laser scanning and other computer-based techniques for data manipulation and analysis for recording, e.g. of carved stones."
• " Most of our work on our website is done in-house. We also often edit our own video for our touring programmes and produce our own graphics for postcards, flyers, etc. We do use some outside designers for big projects etc."
• " Our own creative process is based on seeking out innovative ways to identify and support our clients needs (business and skills development) to respond to the particular obstacles of being a micro business in the creative industries - much of this work being done through digital media as well as face to face."
• " One could say that through the creation of online content for or directly funded by us through the national lottery we provide as above. Seewww.bestlaidschemes.comorwww.tompro.co.ukorwww.scottishscreen.com/archivelive."
• " Digital working in pre and post production on all BBC Scotland's services."
• " In-house digitisation and metadata creation for exhibitions; research; preservation etc."
• " All our management information systems are digital and our innovation processes are also underpinned by digital services, e.g. the IdeasLab within the New Ideas community of practice."
• " CAD tin set; lighting design Mac and software in graphics for marketing and publications."

• Many of the organisations asked believe that they are indeed supporting creative (or generative) processes in their organisation though novel DMS.

6.31 Does your organisation seek advice on strategy or technical matters of ict and digital media services from external consultants or other specialists?

Question intent: The intent of this question was to ascertain whether organisations were turning to third parties for advice in developing DMS.

Almost all the organisations consulted seek advice from third-party organisations in managing their DMS.

• " visitscotland.com is managed by a technical team. We also have an E-Business Special Advisor and other specialists are employed as required."
• " JISCRSC providing advice on VLE."
• " Our Board Chair is Managing Director for [a media company in Edinburgh]. We also use a PHP programmer from [a private company]. We have also used [a contractor] for production of motion graphics titles and original graphics / branding for our projects. We have also used [a contractor] on the design of some our smaller website designs. We also may use specialists for networking the office and in set up of streaming online servers etc."
• " Partnership with [a large systems integrator] for ICT Services, other work commissioned as and when necessary."
• " Information Officer researched strategy / requirements. Currently undergoing development of databases and website so also receiving advice from an external Access / SQL developer. Our contracted IT hardware support company also advises."
• " While we have a strong internal team we use consultants when required, e.g. for network support, security advice, not for strategy."
• " We have employed the services of consultants to contribute to the development of our National ICT strategy for Scotland s museums. We have also used consultants on subsequent research studies, including an evaluation of user impact in digitisation projects, and the development of collection level descriptions. Web site: when redeveloping the site we sought advice from a website developer. This company hosts our website and when we are adding new modules to the site we seek their advice and assistance. We have also used external consultancies to work with us on projects concerned with the design and implementation of our document management system and our new information system."
• " Where there is no in-house capacity, skills or resource or we are seeking an objective review, we will invite external consultancy. Recent example has been the appointment of an external company to develop the IT / IS Strategy."
• " Learning and Teaching Scotland; BECTA; Scottish Museums Council; Scottish Library and Information Council; Local authorities; QCA; SQA; Df ES"
• " Usability and accessibility experts."
• " Our database and website designer, plus we have contacts with computer specialists who can give further advice. Recently we have been working with an accessibility advisor with regards to the design of our second generation website."
• " External consultants by tendered contract for a time limited service on developments and technical ICT matters. Strategy is developed internally, but with the use of discussions and contacts with these suppliers (unpaid)."
• " We have used consultants and it was a waste of time - perhaps due to the individuals and the unique nature of what we do. We engage with specialists as a matter of course in our daily function and this will be our preferred way forward."
• " We have a contract with a web development company and we have also used consultants to create delivery strategies."
• " In the past we used external companies to assist in design issues for the websites as well as the specification for the equipment to run our web services and store our digital media."
• " The development and ongoing review of our IS strategy has been a joint project between [us] and an external consultancy. This ensures a balance between [our] current … requirements and emerging new technologies being developed in the wider business world."
• " Until recently we have had an onsite consultant. It is expected that all future projects will require some level of consultancy due to an internal skills gap and resource shortage."

Not many of the organisations asked reported consulting publicly funded organisations for expertise, for example, only Scran named Learning and Teaching Scotland as providing advice on its learning resources. Given the amount of learning resources previously reported on in an earlier question, we would have thought that more people would have reported consulting Learning and Teaching Scotland. The area of which publicly funded organisation has expertise in what field and should be consulted by other public sector organisations is an interesting one.

Interestingly, some wanted nothing to do with outside parties in relation to strategy whilst others were happy for this help. The reasons for getting outside help included: lack of skills, lack of resources generally, outside best practice, expert knowledge, e.g. usability.

6.32 How is your organisation's website's content developed and managed ( e.g. from within a particular department, or through a collaboration of departments, subcontracts, etc.)?

Question intent: The intent of this question was to ascertain who developed the content for DMS.

Collaborative / distributed:

• Collaborative action with other (in-house) departments
• " Through 91 departmental web managers…"
• " WebTeam sits within Change Team and OCE and manages elements directly of the CMS and then, after training, allows access rights to all department authors and editors to content on [our website]."
• " … Across the organisation each unit has some responsibility for content; this is usually done by those closest to the subject matter being considered."

Marketing:

• Primarily within the Marketing Dept with input from other departments as required.
• " Scotexchange.net and The Hub intranet site is managed by the corporate communications department - but is supported by a network of contacts across the organisation. Visitscotland.com is managed by the joint venture PPP company that was set up in 2002."
• " Collaborative production, coordinated by Marketing."
• " Developed internally by marketing department through collaboration and submission by internal and external sources."

Communications team:

• " Communications and Media has full management responsibility for the web site, working to a strategy agreed by the agency's board. The Communications and Media web team is responsible for generating and managing content in consultation with internal stakeholders."
• " Website is managed as part of [our] Publications Team. They maintain the site, develop design ideas and assist users by creating suitable sections into which content is published. They are also responsible for maintaining the 'standards' applied to the site in line with current legislation etc. …"

Dedicated DMS content teams:

• " We have a dedicated online resources team to manage content, consisting of archivist staff located in our ICT branch for management purposes."
• " Through the Information Team (two people)."
• " Co-ordinated through our Digital Library Division, but with shared input from all departments and divisions."
• " All our websites are managed from within the ICT branch. We have a small team of archivists (two) who advise on the content and business direction for the websites. Plans for website redevelopment involve consultation with all the parts of the [organisation] and a presentation to the Senior Management Board."

Misc.:

• " As a small agency, I am currently responsible for this. We are adding additional staff positions this year and the responsibility and management will be shared amongst the posts once the site is overhauled and the new site in place."
• " Currently the Council website is managed through this Department, although this is changing. The mini-sites are managed through a range of small suppliers."
• " Website is designed and managed in-house by a member of staff who developed his skill in-house and by training. Some assistance by ICT staff."
• " The website content is written or brokered by [our] staff in their specialist areas. New content is developed in relation to the areas of work being developed by [us]. [Our] staff work with the Information Manager to make the best use of the website in terms of presenting their information and linking to other areas of the website. The Information Manager continually checks the site to make sure that information is accurate and up-to-date. We use a content management system called Fog Creek City Desk which enables us to publish new content ourselves, as many times a day as we like. The Information Manager publishes the bulk of the information, but some areas of information are the responsibility of the Information Officer."
• " Currently through primarily Information Services and Marketing department collaboration. We are moving however to a distributed model for content management, maintenance and development later in the year."
• " Our external web presence, the marketing site, is developed and managed by our Business development Office. All other web services and content are developed through a central and converged Information Services."
• " The website was a bespoke design and many of its technical aspects are still supported by the original designer. Part of the design was to create entry screens that allow each nation to take control over the more static pages and the dynamically driven ones (from which the newsletter draws off). VAN Core Office staff look at the VAN part of the website and bulk of publications and the overview of the whole site, including some basic technical changes. Recently two more entry screens were created to allow external users to post training and arts events, which are then moderated by staff before going live. These are also then included in the newsletters."

Knowledge manager

• " Through a website manager who reports to a Knowledge Manager who co-ordinates an editorial board from across the various delivery departments and the media and marketing departments. Some use of contractors initially for specific new sections of the website"

6.33 How is your organisation's website's platform developed and managed ( e.g. from within a particular department, or through a collaboration of departments, subcontracts, etc.)?

Question intent: The intent of this question was to ascertain who developed the platforms used to provide the DMS.

• " Collaborative / devolved content management; coordinated by Marketing."
• " See above. Right now the platform is being exclusively managed between myself and work with our PHP programmer with consultation from our Board Chair (who has specialist knowledge)."
• " Mostly through external design consultants / services (some smaller scale work is done in-house)."
• " Internally managed. The Scotland's People site, however, is contracted to a private supplier."
• " Currently through the Information Officer (although this was not originally planned for in the role's remit)."
• " Website platform managed by ICT Group."
• " The Information Manager publishes the website following additions or amendments to content as detailed above. The website is hosted by an external website development company."
• " Scotland Online (external host) provides a dedicated server and a managed service for our website. Our internal ICT team provide some assistance with the set up and security and problem reporting, as do external web development consultants."
• " Yes, platform developed and managed by one department"
• " By the website manager reporting to the Knowledge manager within the Policy team utilising an external website development company and an external but different website hosting company."
• " Collaboration and subcontracts - under process of re-evaluation."
• " Communications and Media have full management responsibility for the web site, working to a strategy agreed by the agency's board. We use an external web development agency."
• " WebTeam within Change Team and OCE maintains own bandwidth, hosting and CMS contracts. It does not go through Corporate ICT"
• " Platform is part of IS infrastructure - in terms of server, ISP, etc."
• " Varies. We have some in-house developed platforms and others are out-sourced (development and hosting)."
• " Externally developed."

The basic analytical finding here is that the smaller the organisation the more likely they are to subcontract required work to consultants and small technology houses. The larger organisations tend to have the technical capability in-house for most projects.

6.34 Is your organisation participating in any government initiatives on common data / service sharing?

Question intent: The intent of this question was to ascertain whether the organisation was participating in any collaborative DMS, particularly data sharing initiatives, e.g. demographic data.

• " e.g. Customer First."
• " Extranet for shared tendering and file sharing between trusted partners."
• " Our work with CAIRNS and SCONE (see above) and the Scottish Common Information Environment is funded and supported by the Scottish Library and Information Council who are the Executive's reprehensive body for Scottish Libraries."
• " Shared services SWISH with RCAHMW Pastmap with Historic Scotland and Local Authority SMRs Looking at helping with website for A+DS."
• " We are participating in the sharing of cultural statistics, and also ES net. We also report on our electronic services through the Open Scotland's electronic service delivery report web site."
• " Modernising Government. The Scottish Executive also has online access to our management information systems."
• " Bid is in with Scottish Executive for EGF Funding for e-procurement. Aberdeen and Aberdeenshire Community Planning common database and access- NE Scotland Child Protection, HR, Finance and CRM"
• " In discussion with shared services group (National Museum of Scotland, National Library of Scotland and the Royal Botanic Gardens in Edinburgh) and attended briefings on OSIAF."
• " Shared cataloguing programme for legal deposit collections. We are part of the national smartcard project being lead by Dundee."
• " Other than the minimal aspects around cooperation with partners and following Freedom of Information Guidelines we only data share with exports to the DCMS on lottery processing."
• " Scottish Executive Information Sharing network - relating mainly to Electronic Records and Document Management. NHDMD Project is about sharing environmental data with the Scottish Enterprise. NBN - National Biodiversity Network - joint interagency project - web based; designed to deliver information on biological data on a UK wide basis."

Some have participated in data sharing services, and many mentioned government initiatives in so doing. However, the majority have not or do not know. This is obviously a situation that requires some kind of intervention, given the savings possible through jointly developed and managed services, and the benefits accruing to the smaller organisations.

6.35 What is your organisation's policy on open-source software?

Question intent: The intent of this question was to ascertain whether any of the organisations have an open source software policy or not.

The over-riding finding here is that no one really cares about open source software or its philosophical tenets. Organisations were only interested in it on a case-by-case basis, per project, and then only if there was a clear reason for using it. Only one had an actual policy on the (pro) usage of open source software. Indeed, more (five to one) said they would not use it for a variety of reasons, mostly to do with legacy systems, training and government contracts.

When appropriate no policy:

• " I am very keen to promote it and do so to our clients (re. FOSS multimedia / audio / accounting packages). For internal office use I would need to 'sell' it. Am eager to see the Scottish Enterprise follow in Education's pro-active role in promoting it."
• " We use open source in some of our web development and regular software for most of our management work (Microsoft Office, Quickbooks, Adobe, Windows, OS X, QuickTime / WMP and Macromedia). We have used and would support artists using open source technologies such Linux, dynebolic, blender etc. This is a viable way for getting people into technology. I don't think it is healthy to be in one camp or the other and if we had a policy it would be that we will deploy either depending on need, budget, scale, quality and transferability (can others see it, use it with the least hassle)."
• " At office level it is a matter of personal preference. We have full licences for proprietary software, but increasingly we are encouraging staff to explore OS options. We are explicitly developing OS tools for creative use as part of our core programme."
• " Depends on the circumstances. We are happy to make externally funded software we develop open source as a rule, although it is not always possible. We would always consider using open source but recognise that there tend to be hidden costs involved in its use."
• " Little uptake of open-source so far. Considering Open Source for VLE deployment."
• " We standardise on proprietary software bought through OGC purchasing arrangements."
• " No policy at present; however, time being spent on technical evaluation and reviewing impact of change on users base and infrastructure."
• " We have downloaded and tested some open-source programs, but have no plans to roll these out to all our users. Our ICT section has acquired some open-source (and shareware) programs for specific tasks."
• " We have no specific policy but have no reason not to investigate its use if it is to our advantage both from a usability / functionality or cost perspective."
• " Would consider using where relevant and had been tested for usability - on an ad hoc basis at the moment."
• " The above is not enough to select from. We are actively engaged in finding ways of incorporating our support activities in software development into our working practices. This means we would use open source in a bespoke development environment as a preference if this creates a framework that is fit for purpose."
• " Historic Scotland is linked to the Scottish Executive SCOTS network and so follows Scottish Enterprise policy, not its own."

Open Source only:

• " But what does this mean? Whilst the core development is based on an open source platform, the development is specific to need. So is this open source or proprietary?"

Would not use it:

• " Oracle or Sequel Server. Reluctance to use open source software. My SQL in couple of instances. Stats package on web-server. SPSS Package"
• " The skills we have are in Microsoft OS and applications. These fully meet our current and predicted needs."

6.36 Does your organisation follow the guidelines as laid out in various government frameworks such as the e-government interoperability framework ( EGIF)?

Question intent: The intent of this question was as a follow on from the previous question about compliance with government policy, but specifically to ascertain whether or not the organisation was complying with e GIF.

e GIF compliance was patchy, with quite a number of people not knowing if it was applicable to them or not. It was roughly split by thirds.

Of those that are complying with some standards:

• " Common standards only way to join up services."
• " Increasingly an issue, where projects demand it. Interoperability is a key focus of our work."
• " Ensure best practice and compatibility with other organisations."
• " Although we are not obliged to follow such guidelines, we do feel that it is important best practice to do so. However, we receive no government support to do this as we are not an NDPB."
• " Will do when project comes into being as we wish to provide access to archives throughout UK."
• " Standardisation with similar cultural agencies."
• " Interoperability with other information and content providers is vital to provide the fullest range of content for our users."
• " Best practice and consistency with other government web sites."
• " To ensure compliance and ease of data transfer to other Councils and Public Bodies. To manage Public iKiosks (Intelligent touch panels)."
• " To enable us to engage with other public bodies in taking forward the sharing of information we need to ensure we are all working to common standards and approaches. The main point of reference for this is the e- GIF which assists in many areas including metadata standards."
• " Because it provides useful information and seems to be best practice."

Of those that are not complying with e GIF:

• " Didn't know about it."
• " … Certainly in the future. [We have] not had the knowledge in-house until recently. This will be given a much higher prominence in future developments."

There seems to be a widely held belief in those following standards of why they are important; that is, for interoperability purposes. There seems to be a widespread desire on the part of many to participate in data sharing and interoperating DMS. Of those currently not following standards, some indicated that this would change soon; some organisations had been experiencing a skills gap either in applying the policies or in being aware of them in the first place.

6.37 Who, if anyone, is responsible in your organisation for the identification and implementation of digital information management standards?

Question intent: The intent of this question was to ascertain if the organisation was using any data standards in the modelling and storage and interoperability of its digital data.

Distributed:

• " Each department with digital information manages their own standards. No one has overall responsibility for digital image standards but a workshop is planned to establish and implement standards across the organisation."
• " Everyone."

Some one special:

• " Head of E Government leads, with champions from individual services."
• " Digital data archiving is being developed by a combination of ICT and archivist staff."

Many organisations have indeed named someone who takes control of standards. However, some had a distributed model, which then required workshops to integrated and coordinate policy. Very few had no one looking into standards as part of their job. As noted in the previous question, some were in the process of appointing people who had the knowledge to help keep the organisation abreast of standards and the skills to help them implement them in the organisation.

6.38 Are there areas of your information services for which you feel standards are not yet adequately established?

Question intent: The intent of this question was to ascertain whether the organisation felt that any data standards were missing that would be beneficial to the DMS offered by the organisation.

Interestingly, one third of the consulted organisations claimed to be aware of standards for DMS that are missing. One third did not know if there were gaps or not, and one third claimed that no standards were missing and that current standards met all of their needs.

Of the third answering yes:

• " Comprehensive metadata, curriculum learning objects, vocabularies and thesauri."
• " IPR, data sharing, retention and inter-authority authentication."
• " We work in areas where standards are sometimes embryonic or non-existent, so this is a common situation. However, we focus on standards wherever possible. Detailing individual areas would take a long time and a lot of explanation. Our area is ever changing and the standards develop as we proceed."
• " 1. Web - dyslexia / partially sighted 2. Promoting inclusion to those without access to PCs."
• " We need to implement thesaurus standards and some data standards."
• " Metadata thesauri for national organisations such as ourselves."
• " Records management and content management."
• " Adequate standards do not yet exist anywhere for effective e-learning."
• " Probably related to q35 above but we are also responsible for taking in records (traditionally paper records) from Scottish Enterprise and Scottish Courts. Each of these are handled in an ad hoc manner at the moment rather than based around e- GIF."
• " This is a moving target and our policies regularly go out of date and require updating."

Many of the organisations who replied that there were not enough standards tended to concentrate on semantics-representing standards such as thesauri, terminologies and taxonomies. This is an area for standards. Many interoperability standards require such semantics-representing standards. Again there seems to be a desire to make data more interoperable.

Of the third answering no:

• " We know what the standards are; we just don't have the resources to meet them in all areas of the organisation yet."

Of the third answering don't know:

• " We have developed our own standards for data capture and metadata for images."

6.39 What hardware assumptions does your organisation make for your audience's computing resources?

Question intent: The intent of this question was to ascertain if the organisation providing the DMS had made any assumptions about the kind of hardware the user should have to make use of the DMS effectively.

Some answers were:

• " 56K modem; PC & Mac compatible."
• " Basic."
• " Low."
• " Minimum Pentium 2 PC; running window 2000 or above."
• " Platform independent web-based access."
• " They are on at least Pentium 3 equivalent machines. Our website colours are not currently web-safe which would indicate that we assume they are using newer monitors (2000 or later). Our old site was best viewed at 1024 x 768 and it did not take into account screen readers, etc."
• " Basic web browser."
• " Merely standard compatibility for web use (v4+)."
• " Various with the project, but usually PC with internet access and a web browser."
• " All of our digital services are delivered to run on industry standard hardware."
• " Minimal hardware required - e-bulletins are sent either with PDF or as plain text. Website accessible by low versions of IE / Mozilla browsers - no flash, etc."
• " Nothing special."
• " We assume a reasonable computer specification, but try to keep our delivery simple."
• " We recently carried out a survey of ICT infrastructure and access to training among our membership. This has given us a very detailed overview of the computing resources that our main user base possesses. The summary report can be found on our web site here:http://www.scottishmuseums.org.uk/membersservices/ICT/ICTsurvey.asp. This has shown us that access to computing resources varies between different aspects of our membership. Independent museums have relatively low resources, while those museums with the support of a parent body (local authorities, universities, etc) have generally better standards of provision. Consequently we can make confident assumptions about our audiences' computing resources and pitch out ICT resources and policies accordingly."
• " We try and cater for the lowest common denominator. For example we have our newsletter in text rather than html as we assume that there are still enough people using older computers in our sector to warrant this. With our new website we are looking at giving people the option of type of newsletter."
• " None. All applications are designed with cross platform compatibility as a priority."
• " Basic equipment to ensure widest access to our content."
• " Ability to run MS Explorer 4 as minimum."
• " Digital images are best viewed at high resolution but no assumptions are made."
• " None. Use of internet is not assumed."
• " Readable by Mac PC and range of web browsers"
• " Not many. We presume that if an audience member can access the web they can access our media."
• " Monitor with capability of displaying 800*600 at 16bit colour depth."
• " Ability to run MS Explorer 4 as minimum."

Many have v4 of Microsoft Internet Explorer ( IE) as their baseline browser (the current version is version 6.x). The majority were aiming fairly low in terms of the applications required to run their DMS. Aiming for the lowest common denominator certainly helps uptake and accessibility for many with older applications, but it also limits the creative potential of newer DMS.

Again, the Scottish Museums Council has recently conducted a survey of their members to try and ascertain the base-line for ICT platforms and technologies.

6.40 What software assumptions does your organisation make for your audience's computing resources? for example, what kinds of plug-ins for browsers does your organisation require users to have?

Question intent: The intent of this question was to ascertain if the organisation providing the DMS had made any assumptions about the kind of software the user should have to make use of the DMS effectively.

Some answers were:

• Basic
• Low
• " Shockwave flash and QuickTime."
• Web browser
• " We use plain text email often. Some of the artists' projects on Host and Drift rely on Flash; Shockwave and QuickTime. They also make use of media players (Real Player; WMP; etc) for MP3 content etc. It is a surprisingly static non dynamic site with relatively few images outside of Drift and Host. We should be providing more dynamic and interactive interesting content."
• " Industry standards with freely available plug-ins."
• " At the moment main site is Flash based, but we aim to change this."
• " Varies but we recognise the need for at least a widely accessible version of any web-site require more sophisticated plug-ins."
• " All services are delivered through a standard browser interface. Software tested on common browser applications and recent previous versions."
• " We avoid the need for plug-ins on our web site, except for Adobe Acrobat. Our data shows us that many Local Authority museum staff do not have permission to install plug-ins or other software, so to require them on our web site would be counter productive."
• " Adobe Windows Media Internet Explorer 4+ Macromedia Flash."
• " Where possible we have tried to provide for the greatest variety. Where PDFs are available we have the link to the Adobe site to download the software and so on."
• " The website is designed to be as inclusive as possible. Adobe PDF files are used for distribution of documents and where possible this is backed up with a copy in the appropriate Microsoft Office file format. We distribute electronic versions of publication in PDF format and where possible Microsoft Word. The pages are tested for compatibility across many different browsers and platforms. No use of Flash or other similar technologies."
• " Our assumption is that only publicly-common resources will be available, e.g. a basic browser. The only plug-ins assumed will be the freely available industry standards such as Acrobat, Macromedia Flash; etc."
• " We assume Microsoft Word compatibility. We guide to downloading Acrobat, Flash and QuickTime player."
• " We assume that our users are using the latest version of Microsoft Internet Explorer but do test pages in other browsers; including earlier versions of Internet Explorer. Occasionally our website might feature a Flash movie; requiring the Flash plug-in. Press Releases and Job Vacancy Application Forms are available in PDF (requiring Acrobat Reader) or Word document format. We assume for email marketing that our audience do not all have access to HTML email clients and so provide Text-Only versions for these users."
• " The web site is developed to cater for all platforms and browsers. We make limited use of Flash and PDF download."
• " MS Explore- active x controls."
• " Browser based access, no plug-ins required."
• " Standardisation is the main goal, both between the bespoke oracle interfaces that [we] develop, the intranet environment and our web site. Common internet-based language sets and browser plug-in such as Realplayer; Mediaplayer and Mozilla are deployed."
• " We support (and track) all prevalent audio and video streaming such as Ogg Vorbis, Real and Windows Media Player."
• " Wide range Flash shock wave, etc."
• " Basic browsers, Flash for minimal features (link to plug-in provided)."

This list shows a pretty normal list of plug-ins and expectations on what users will and will not accept as part and parcel of using DMS. Having said that, it was a mixed list, with some requiring no plug-ins, others requiring Flash, QuickTime, etc., many having files as PDFs.

6.41 What bandwidth assumptions does your organisation make for your audience's telecommunications infrastructure? that is, do you make available different versions of your digital media service, e.g. a website, to accommodate those with broadband and those with dial-up?

Question intent: The intent of this question was to ascertain if the organisation providing the DMS had made any assumptions about the kind of bandwidth the user should have to make use of the DMS effectively.

No:

• " No - let user control via browser."
• " Depends on what pages - trying to be low."
• " None - this is up to the customer."
• " Our services should work effectively on either broadband or dial-up."
• " Again we are aware there are still areas where only dial-up is available. Until this changes we will continue to work as if dial-up is the norm. Our own internal website updating relies on broadband to make most effective use of the website's abilities - it can be very painful to try and work on it with dial-up - I know!!"
• " The pages are designed to be as lean as possible without detracting from the richness of the user experience. There is one single version of the website which is standards compliant and highly accessible. All code is standard compliant and uses CSS (cascading style sheets) where possible for page layouts."
• " In general, governed by target audience. For example, on web pages targeted at digital media businesses we would feel it appropriate to assume a broadband connection and include streamed video. On another page targeted at a general public user we would assume no more than a basic dial-up connection. Web page design would normally offer the user an option of, e.g. accessing streamed video or a large download as a deliberate option, explaining the consequences for a low-speed connection."
• " No direct assumptions made although we support a number of streaming bandwidths."
• " Non flash and flash etc."
• " There is an option to download low-bandwidth extracts but obviously a lot of the character is lost."

Dial-up:

• " Lowest common denominator - need to allow for narrowband in Highlands."
• " Website is built to accommodate dial-up users."
• " All designed towards those with dial-up."
• " Roughly 75% of our members have internet access in total, but only 18% have broadband access. Consequently, all our digital media services are pitched at dial-up connections."
• " At present the service should be usable on dial-up connections. We are looking at this as part of the re-design of our digital library."
• " We do not differentiate; the assumption is dial-up."
• " Our website is optimised for dial-up users, and is tested as such. Obviously better bandwidth will give better performance, but it is useable on standard PSTN service."
• " Design public-facing systems to be available from low-spec systems, e.g. 56K modem, although some facilities may be quite slow. Different systems are not designed."

Broadband:

• " In terms of MAC2a we are building in broadband capacity for all archives within Scotland."
• " For commissioned online content creation we have been specifically focusing on 500k and above broadband."
• " No assumptions - but future multimedia downloads on the website would be more suited to non dial-up."
• " Given the sheer number of digital images we have we took a decision to go for a high quality (and therefore quite large) file from the start. This was done because it made no sense to have multiple quality versions available and we would be very unlikely to have an opportunity again to produce higher quality versions at a later stage. We believe also that the bandwidth infrastructure will improve in the future to the extent that this is not an issue. This has been borne out in practice where we have had many comments appreciating the high quality of the digital images and few complaints about the speed of downloading."

It has to be said that some of the attitudes expressed here were a little on the unhelpful side as far as facilitating a good user experience go. We had one comment that user's bandwidth has nothing to do with the organisation; this is literally true. However, it makes for little accommodation for users with slower connections, so as to try to assure a good response for them. If the organisation wishes people to use their website, they had better have some idea as to how what they offer as a service can affect the delivery, and the ultimate appreciation, of that service.

Some of the organisations are looking forward and will be developing their next generation websites to take advantage of broadband.

Others are pragmatic and are concerned for their audience, for example, Highlands Council, where, given the geography of the area, broadband is often hard and uneconomic to roll out. Consequently, Highland Council still, and will for a long time to come, base their services on the user having only ISDN.

6.42 Does your organisation develop its own digital media services or have them developed by a third party?

Question intent: The intent of this question was to ascertain if the organisation made used of third parties in the development of the DMS.

The clear majority follow a mixed approach of both developing some of their own DMS in-house, whilst also seeking help from outside agencies and organisations when it is appropriate or needed. The kind of outside organisation consulted tend to be of the smaller variety and tend to be website design and development companies. Most make this decision on a business value criterion, usually tightly linked to staffing resourcing and skills capabilities. The companies also tend to be local, i.e. Scottish. A couple of the organisations seem to like to outsource educational resource design and development to third party organisations.

• " Tend to work with our design agency and small web-site developers."
• " Small website development house."
• " Mostly a combination of in-house and small website development firms."
• " Both - externals are mainly small-medium companies."
• " A bit of both. Outsourcing is usually for big digitisation projects."
• " Overwhelmingly developed in-house but some modules (particularly education modules) have been developed by website development houses."
• " We have used small website development houses to advise on website development, but mostly do this in-house now. Education resources were developed with help from Learning Teaching Scotland. Scotland's People website run by [a small private company]."
• " Both. Small website development houses (proven through work that can be verified personally) and large hardware contractors."
• " Web developers for our web site. We use a design firm for all of our publications, which are then converted to PDF for the web site."
• " Established website development companies, ditto IT Consultancy firms."
• " Mainly develop in-house but have used small external companies."
• " Where we use third party they tend to be small website development houses or individuals. There is an aspect of in-house development when it comes particularly to content and some aspects of the technical structure of the services."
• " We currently work with a small (< 20 staff) web development company in Edinburgh who are Microsoft partners."
• " Most services are developed in-house. Some use of specialist library ICT firms at present, and the occasionally needed other contracts are let by tender and often go to smaller local companies."

There were a range of approaches to developing infrastructure, with smaller organisations as previously indicated, outsourcing this provision. By contrast other organisations had invested heavily in this area, such as Learning and Teaching Scotland - building up infrastructure as well as funding content development in-house as well as by other organisations.

Other approaches included the development of an infrastructure with a commercial partner which was able to accommodate high levels of public use.

6.43 Does your organisation host its own digital media services?

Question intent: The intent of this question was to ascertain if the organisation made use of third parties to host the DMS provided.

A majority of organisations are hosting their own DMS; that is, they are providing the network and server infrastructure to support the DMS to some sort of service level, hopefully acceptable to their users. A large minority, however, are letting professional organisations take on the responsibility of providing hosting, quite possibly in professionally managed data centres with all of the back-up facilities there to help assure a good level of service.

6.44 Which of the following information systems does your organisation use?

Question intent: The intent of this question was to ascertain what kinds of platform technologies are being used by the organisation to support its DMS.

The answers provided a broad scope of established DMS / ICT platforms organisations were using, including:

• Content management systems
• Collections management systems
• Onsite interactive terminals
• Information systems
• Libraries
• Contact databases

6.44.1 Specialist applications
Workflow packages were being considered by larger organisations implementing content management systems ( CMS). However, CMS remained prohibitively expensive and sophisticated for smaller organisations. Smaller organisations without CMS were happy to process content through established communications and publication channels and appeared generally unaware of the benefits of CMS in terms of managing and simplifying the process of web-publishing. Current implementations of CMS were often relatively limited in that they provided access to staff with direct responsibility for the website rather than access to the wider staff complement. The reason most often cited for this was that it ensured that content could be managed tightly; however, this suggested either that workflow components were either unavailable or unimplemented, or that organisations were not comfortable with widespread submission of content.

Digital asset management (especially for images) was being considered by larger organisations with large quantities of image content; however, it was interesting to note that while many organisations were on the verge of procuring and implementing these systems, there were very few organisations where these were already in place.

Organisations such as museums, galleries and libraries had specialised collections management / cataloguing systems in place. There was a suggestion that the focus on these types of application had perhaps diverted attention from other types of knowledge management and information sharing applications within these organisations.

Those with on-site interactive devices includes: Scottish Enterprise, BBC Scotland, National Galleries of Scotland, Scottish Natural Heritage, National Library of Scotland, RCAHMS, City of Edinburgh Council, Department of Culture and Leisure, Cultural Enterprise Office, CDLR, Grays School of Art, Scran.

A number of bodies were responsible for managing funding awards and these had specialised software to manage grants and accreditation schemes for other cultural organisations. In many instances this tended to be bespoke software, although there were a large number of organisations with a need to manage this type of information.

6.44.2 Networked infrastructure management
Some organisations had had to catch up from behind due to lack of investment in, and prioritisation of, ICT infrastructure over previous years. This was cited as a failure of the organisation to understand the integral nature of digital media services to core functions.

Many smaller organisations had no option but to contract external providers to setup and support their infrastructure. However, some organisations were beginning to achieve economies of scale and purchasing power by developing IT partnerships with other organisations. This also had the benefit of helping develop some capacity in-house and providing access to expertise from partner organisations.

Several organisations mentioned their intention to implement voice-over- IP telephone systems.

6.44.3 Mobile applications
Emerging use of PDAs (Blackberrys) for use by remote and mobile staff was noted but again, only in the largest organisations. These were useful to enable communication with base organisations while staff were in the field, particularly in distributed and multi-site organisations.

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