Networks > Getting A Network

Networking Migrant's Resource Centre

By Lasa Information Systems Team

Case study of a network installation. From Lasa's first Circuit Rider Project.

Background

Migrants Resource Centre (MRC) is a charity based in Pimlico, London, that works with migrants and refugees providing advice, information, training and education, helps develop new organisations and participates in partnership building. It was established in 1984 and currently employs 11 paid staff. MRC joined the Lasa Circuit Rider Project at its inception in January 2003.

Immediately prior to MRC becoming networked, the Centre had 8 staff members and around 20 volunteers who worked with 1,500 clients per year. There were 10 computers which were shared by all staff and volunteers, but only two had access to the Internet.MRC worked with BASSAC – the British Association of Settlements and Social Action Centres, a membership network of multipurpose community organisations (www.bassac.org.uk) - for six months in 2002 to develop an ICT strategy.

MRC also worked with Lasa before the commencement of the Circuit Rider Project to develop plans for the Training Room. MRC received funding from the DfEE (Department for Education and Employment) to set up an Online Centre training room that would have to be networked.

In addition, this was seen as an ideal opportunity to network the rest of the office computers and take advantage of the server which would be necessary for the training room. In addition to the server, which runs Microsoft’s Small Business Server 2000 software, the contractor installed the network cabling, connected the network to a 2Mb broadband connection, supplied and configured the PCs in the training room, “locking” them down so that users cannot change essential files and settings. They also set up the organisation’s file structure on the server and are responsible for the maintenance of the system.

MRC’s reasons for networking and outcomes

• Access to accurate information is crucial when giving advice, in particular, legal advice. The range of topics and rate of changes within those topics are vast.
• A server based network enables each person to access up to date information stored centrally in a database and to share resources; for example, software programs, publications and databases etc.
• Networking the office computers and internet access broadened the range of information and resources that MRC can collect and store.
• Access to certain files could be controlled. Prior to networking the advice team had sole use of their computers because of confidentiality issues and their client files had to be protected. This left only seven computers for the remaining staff and volunteers to use. Through networking each user has a “roaming profile” which enables them to access their desktop, email and files from any computer, but confidential files which are now stored on the server can still be protected.
• MRC now adheres to software license requirements cost effectively. Purchasing network licenses is cheaper and less time consuming.
• Staff and volunteers can monitor their work and input necessary information to a central database as and when it occurs. Gathering statistics, which each service area used to do separately and sometimes manually, can now be done quicker and more effectively.
• Staff can communicate, work together on projects and share information more effectively. Each staff member now has a ‘Shared Folder’, held within a central ‘Company Folder’, where ongoing projects can be worked on together. In addition they each have their own personal folder.
• The server is backed up every night which ensures that MRC’s data is protected from disaster.

Lessons learned…

• Until recently MRC did not have a member of staff with the relevant IT technical knowledge needed to oversee the networking/purchasing process and carry out general IT administration tasks (see the knowledgebase article "ICT administrator job description").
• Running and maintenance costs turned out to be higher than originally thought, both in terms of staff time and financial costs. Without the technical skills ‘in house’ all minor problems had to be dealt with under the maintenance contract with the network support contractor.
• The broadband connection should have had a firewall installed from day one – budget restrictions meant that this was not fitted until after a number of attacks from outside had caused problems –and used up large amounts of the support contractors allotted hours.
• A CDROM jukebox was purchased so that training CDs could be run from a central source so saving on licensing fees and having large numbers of easily damaged CDs in the Training Room. This has not proved as successful a hoped as some training packages need more than one CD to be run which the jukebox cannot handle.
• All funding applications should include allowances for ICT maintenance and upgrades.
• Training should not simply be one off, but ongoing, as new software and upgrades are implemented. This also needs to be allowed for in fund raising and budgeting.
• It is important to get independent advice on the suitability of your maintenance contract and compare it to the amount of technical knowledge and skill the organisation has. It may be advisable to ask for a 1 year contract rather than 3 years. The contract can then be reviewed at an earlier stage.

Thanks to Sorcha Daly, Office Manager at MRC for writing the bulk of this case study.