Are Existing Security Models Suitable for Teleworking?

The availability of high performance broadband services from the home will allow a growing number of organisations to offer teleworking as an employee work practice. Teleworking delivers cost savings, improved productivity and provides a recruitment policy to attract and retain personnel. Information security is one of the management considerations necessary before an effective organisational teleworking policy can be implemented. The teleworking computing environment presents a different set of security threats to those present in an office environment. Teleworking requires a security model to provide security policy enforcement to counter the set of security threats present in the teleworking computing environment. This paper considers four existing security models and assesses each model’s suitability to define security policy enforcement for telework. The approach taken is to identify the information security threats that exist in a teleworking environment and to categorise the threats based upon their impact upon confidentiality of data, system and data integrity, and availability of service in the teleworking environment. It is found that risks exist to the confidentiality, integrity and availability of information in a teleworking environment and therefore a security model is required that provides appropriate policy enforcement. A set of security policy enforcement mechanisms to counter the identified information security threats is proposed. Using an abstraction of the identified threats and the security policy enforcement mechanisms, a set of attributes for a security model for teleworking is proposed. Each of the four existing security models is assessed against this set of attributes to determine its suitability to specify policy enforcement for telework. Although the four existing models were selected based upon their perceived suitability it is found that none provide the required policy enforcement for telework

Ethernet - a survey on its fields of application

During the last decades, Ethernet progressively became the most widely used local area networking (LAN) technology. Apart from LAN installations, Ethernet became also attractive for many other fields of application, ranging from industry to avionics, telecommunication, and multimedia. The expanded application of this technology is mainly due to its significant assets like reduced cost, backward-compatibility, flexibility, and expandability. However, this new trend raises some problems concerning the services of the protocol and the requirements for each application. Therefore, specific adaptations prove essential to integrate this communication technology in each field of application. Our primary objective is to show how Ethernet has been enhanced to comply with the specific requirements of several application fields, particularly in transport, embedded and multimedia contexts. The paper first describes the common Ethernet LAN technology and highlights its main features. It reviews the most important specific Ethernet versions with respect to each application field’s requirements. Finally, we compare these different fields of application and we particularly focus on the fundamental concepts and the quality of service capabilities of each proposal

Cloud computing services: taxonomy and comparison

Cloud computing is a highly discussed topic in the technical and economic world, and many of the big players of the software industry have entered the development of cloud services. Several companies what to explore the possibilities and benefits of incorporating such cloud computing services in their business, as well as the possibilities to offer own cloud services. However, with the amount of cloud computing services increasing quickly, the need for a taxonomy framework rises. This paper examines the available cloud computing services and identifies and explains their main characteristics. Next, this paper organizes these characteristics and proposes a tree-structured taxonomy. This taxonomy allows quick classifications of the different cloud computing services and makes it easier to compare them. Based on existing taxonomies, this taxonomy provides more detailed characteristics and hierarchies. Additionally, the taxonomy offers a common terminology and baseline information for easy communication. Finally, the taxonomy is explained and verified using existing cloud services as examples

Integration and Continuity of Primary Care: Polyclinics and Alternatives, a Patient-Centred Analysis of How Organisation Constrains Care Coordination

Background An ageing population, increasingly specialised of clinical services and diverse healthcare provider ownership make the coordination and continuity of complex care increasingly problematic. The way in which the provision of complex healthcare is coordinated produces – or fails to – six forms of continuity of care (cross-sectional, longitudinal, flexible, access, informational, relational). Care coordination is accomplished by a combination of activities by: patients themselves; provider organisations; care networks coordinating the separate provider organisations; and overall health system governance. This research examines how far organisational integration might promote care coordination at the clinical level. Objectives To examine: 1. What differences the organisational integration of primary care makes, compared with network governance, to horizontal and vertical coordination of care. 2. What difference provider ownership (corporate, partnership, public) makes. 3. How much scope either structure allows for managerial discretion and ‘performance’. 4. Differences between networked and hierarchical governance regarding the continuity and integration of primary care. 5. The implications of the above for managerial practice in primary care. Methods Multiple-methods design combining: 1. Assembly of an analytic framework by non-systematic review. 2. Framework analysis of patients’ experiences of the continuities of care. 3. Systematic comparison of organisational case studies made in the same study sites. 4. A cross-country comparison of care coordination mechanisms found in our NHS study sites with those in publicly owned and managed Swedish polyclinics. 5. Analysis and synthesis of data using an ‘inside-out’ analytic strategy. Study sites included professional partnership, corporate and publicly owned and managed primary care providers, and different configurations of organisational integration or separation of community health services, mental health services, social services and acute in-patient care. Results Starting from data about patients' experiences of the coordination or under-coordination of care we identified: 1. Five care coordination mechanisms present in both the integrated organisations and the care networks. 2. Four main obstacles to care coordination within the integrated organisations, of which two were also present in the care networks. 3. Seven main obstacles to care coordination that were specific to the care networks. 4. Nine care coordination mechanisms present in the integrated organisations. Taking everything into consideration, integrated organisations appeared more favourable to producing continuities of care than were care networks. Network structures demonstrated more flexibility in adding services for small care groups temporarily, but the expansion of integrated organisations had advantages when adding new services on a longer term and larger scale. Ownership differences affected the range of services to which patients had direct access; primary care doctors’ managerial responsibilities (relevant to care coordination because of its impact on GP workload); and the scope for doctors to develop special interests. We found little difference between integrated organisations and care networks in terms of managerial discretion and performance. Conclusions On balance, an integrated organisation seems more likely to favour the development of care coordination, and therefore continuities of care, than a system of care networks. At least four different variants of ownership and management of organisationally integrated primary care providers are practicable in NHS-like settings

Review of the environmental and organisational implications of cloud computing: final report.

Cloud computing – where elastic computing resources are delivered over the Internet by external service providers – is generating significant interest within HE and FE. In the cloud computing business model, organisations or individuals contract with a cloud computing service provider on a pay-per-use basis to access data centres, application software or web services from any location. This provides an elasticity of provision which the customer can scale up or down to meet demand. This form of utility computing potentially opens up a new paradigm in the provision of IT to support administrative and educational functions within HE and FE. Further, the economies of scale and increasingly energy efficient data centre technologies which underpin cloud services means that cloud solutions may also have a positive impact on carbon footprints. In response to the growing interest in cloud computing within UK HE and FE, JISC commissioned the University of Strathclyde to undertake a Review of the Environmental and Organisational Implications of Cloud Computing in Higher and Further Education [19]

Integration and continuity of primary care: polyclinics and alternatives - a patient-centred analysis of how organisation constrains care co-ordination

Background An ageing population, the increasing specialisation of clinical services and diverse health-care provider ownership make the co-ordination and continuity of complex care increasingly problematic. The way in which the provision of complex health care is co-ordinated produces – or fails to produce – six forms of continuity of care (cross-sectional, longitudinal, flexible, access, informational and relational). Care co-ordination is accomplished by a combination of activities by patients themselves; provider organisations; care networks co-ordinating the separate provider organisations; and overall health-system governance. This research examines how far organisational integration might promote care co-ordination at the clinical level. Objectives To examine (1) what differences the organisational integration of primary care makes, compared with network governance, to horizontal and vertical co-ordination of care; (2) what difference provider ownership (corporate, partnership, public) makes; (3) how much scope either structure allows for managerial discretion and ‘performance’; (4) differences between networked and hierarchical governance regarding the continuity and integration of primary care; and (5) the implications of the above for managerial practice in primary care. Methods Multiple-methods design combining (1) the assembly of an analytic framework by non-systematic review; (2) a framework analysis of patients’ experiences of the continuities of care; (3) a systematic comparison of organisational case studies made in the same study sites; (4) a cross-country comparison of care co-ordination mechanisms found in our NHS study sites with those in publicly owned and managed Swedish polyclinics; and (5) the analysis and synthesis of data using an ‘inside-out’ analytic strategy. Study sites included professional partnership, corporate and publicly owned and managed primary care providers, and different configurations of organisational integration or separation of community health services, mental health services, social services and acute inpatient care. Results Starting from data about patients’ experiences of the co-ordination or under-co-ordination of care, we identified five care co-ordination mechanisms present in both the integrated organisations and the care networks; four main obstacles to care co-ordination within the integrated organisations, of which two were also present in the care networks; seven main obstacles to care co-ordination that were specific to the care networks; and nine care co-ordination mechanisms present in the integrated organisations. Taking everything into consideration, integrated organisations appeared more favourable to producing continuities of care than did care networks. Network structures demonstrated more flexibility in adding services for small care groups temporarily, but the expansion of integrated organisations had advantages when adding new services on a longer term and a larger scale. Ownership differences affected the range of services to which patients had direct access; primary care doctors’ managerial responsibilities (relevant to care co-ordination because of their impact on general practitioner workload); and the scope for doctors to develop special interests. We found little difference between integrated organisations and care networks in terms of managerial discretion and performance. Conclusions On balance, an integrated organisation seems more likely to favour the development of care co-ordination and, therefore, continuities of care than a system of care networks. At least four different variants of ownership and management of organisationally integrated primary care providers are practicable in NHS-like settings. Future research is therefore required, above all to evaluate comparatively the different techniques for coordinating patient discharge across the triple interface between hospitals, general practices and community health services; and to discover what effects increasing the scale and scope of general practice activities will have on continuity of care

New Media Art/ New Funding Models

Investigates the current state of funding for new media artists, with an emphasis on the support structures for innovative creative work that utilizes advanced technologies as the main vehicle for artistic practice