 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's some fairly common combinations there. We also being a technology university have quite high coverage rates in the awkward integrated sources so in cross-reference 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 persistent duplicate problems that we think Orkid can help with and both of the systems that we use have some degree of integration with Orkid 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 Orkids. So I'll be talking mostly about this fairly small project that we ran late last year and that kicked off October 1. 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 Orkids to be used inside one of our systems so it was kind of important that people just didn't go off and get an Orkid but it was actually used in anger somewhere. As a byproduct of the project we wanted the academic community to broadly understand what Orkid was and we also wanted the administrative community to understand what the opportunities were for Orkid. 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 it 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 Research, many of the ADRs, the deans and giving them some merchandise seem to be very effective in them becoming strong advocates for this small change program that we were undertaking. We also got a list of Orkids from Orkids 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 took the January message of the month which basically involves an email footer that's 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 newsletters 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 Orkid and the keynote into the product. We approached the ARC and NHLM as the applicant through direct emails. We changed the login screen to Simblectic 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 instrumental was that the publishers started 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 Orkid. If you ignore the fairly small divisions at the end here it's who you might expect. So 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. 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 sprang into some tactics. So indicating that the integration of it has 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 will use orchids to look at the integration pathways for those systems and we'll certainly be getting some advice from Melroy. Feminising our central IT services with orchids and maybe the API but I don't think that will 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 or getting to the actual processes of the university around recruitment and induction. And that is I think all.