The document provides an overview of challenges and competitions, including their historical context and benefits. It discusses Challenge.gov, the i2 project from ONC, key strategies for developing challenges, and resources for agencies. The presentation aims to demonstrate how challenges can promote innovation and problem solving.
Policy Driven Adoption of Accessibility - CSUN 2013Jonathan Hassell
Recent G3ict and US government reports suggest that current our models for encouraging ICT accessibility adoption are not working. Using examples from the UK, Canada's AODA, and the State of Texas, in this CSUN 2013 presentation Jeff Kline and Jonathan Hassell discuss whether a Policy-Driven Adoption approach might help.
Managing the Process of Providing an Inclusive Institutional Web Presence: Wo...David Sloan
Slides to support a workshop given at the 2012 Institutional Web Managers' Workshop (IWMW 2012), Edinburgh, June 19. The workshop focus was on institutional web accessibility policy, and the potential that British Standard 8878 may have in developing and strengthening accessibility policy.
The Theory and Action of Running a Breakthrough Collaborative: Using a Networ...Practical Playbook
The Theory and Action of Running a Breakthrough Collaborative: Using a Network-Centric Approach Framed Using Doug Engelbart's Idea of Networked Improvement Communities
Introduction To Social Media Marketing Tfm 2010 Presentation Michelle GoodallMichelle Goodall
Presentation given at TFMA Februray 2010, covers:
- What ‘social media marketing’ will mean in 2010
- The listening organisation
- How to move from listening to customer engagement
- Effective ways of managing organisational challenges
ECEEE summer study 2011 presentation on using social media to promote energy efficiency research in New Zealand. Panel 8 - Dynamics of Consumption (which I co-led with Michael Ornetzeder)
Expanding Internationally Through Partnerships: Practical Lessons For 21st Ce...TechSoup
Rebecca Masisak and Marnie Webb, Co-CEOs, TechSoup Global
Your organization is currently doing critical work in the United States, but you recognize the need to grow its reach and impact internationally. What models should be considered? How do key staff and boards step up to support experimentation and adroitly shape and govern the emerging structures and brand?
Important lessons can be learned from pioneering TechSoup Global. As worldwide demand for its programs grew, TechSoup Global's leadership team and board struggled with developing an organizational model that would mobilize partners around a common mission and include contributions from multiple players. Like most organizations, key considerations included expansion without significant additions in headcount and overhead. Now operating in 33 countries with three distinct boards of directors, TechSoup Global has successfully built a growing global network of locally driven programs.
A showcase of applicable insights, this session explores lessons learned, innovative technologies deployed, organizational models piloted and refined, and how boards influence and model the kind of leadership needed as organizations expand internationally.
Video Impact Assessment: Closing the Impact GapMer Joyce
Here is a report card for the first grantee:
1. African Palliative Care Association (APCA)
Goal: I
The goal is implied but not clearly stated. The video analyzes problems but does not specify the desired change.
Audience: C
The audience is identified as the "public," which is too vague to effectively target.
Story: A
The video tells a compelling story through moving portraits of individuals and interviews. The flow could be improved by visually linking the interviewee to the institutions.
Production: A
The production quality is excellent, with strong visuals and sound.
Distribution: B
The video was shown at conferences and posted online, but specific audiences
Policy Driven Adoption of Accessibility - CSUN 2013Jonathan Hassell
Recent G3ict and US government reports suggest that current our models for encouraging ICT accessibility adoption are not working. Using examples from the UK, Canada's AODA, and the State of Texas, in this CSUN 2013 presentation Jeff Kline and Jonathan Hassell discuss whether a Policy-Driven Adoption approach might help.
Managing the Process of Providing an Inclusive Institutional Web Presence: Wo...David Sloan
Slides to support a workshop given at the 2012 Institutional Web Managers' Workshop (IWMW 2012), Edinburgh, June 19. The workshop focus was on institutional web accessibility policy, and the potential that British Standard 8878 may have in developing and strengthening accessibility policy.
The Theory and Action of Running a Breakthrough Collaborative: Using a Networ...Practical Playbook
The Theory and Action of Running a Breakthrough Collaborative: Using a Network-Centric Approach Framed Using Doug Engelbart's Idea of Networked Improvement Communities
Introduction To Social Media Marketing Tfm 2010 Presentation Michelle GoodallMichelle Goodall
Presentation given at TFMA Februray 2010, covers:
- What ‘social media marketing’ will mean in 2010
- The listening organisation
- How to move from listening to customer engagement
- Effective ways of managing organisational challenges
ECEEE summer study 2011 presentation on using social media to promote energy efficiency research in New Zealand. Panel 8 - Dynamics of Consumption (which I co-led with Michael Ornetzeder)
Expanding Internationally Through Partnerships: Practical Lessons For 21st Ce...TechSoup
Rebecca Masisak and Marnie Webb, Co-CEOs, TechSoup Global
Your organization is currently doing critical work in the United States, but you recognize the need to grow its reach and impact internationally. What models should be considered? How do key staff and boards step up to support experimentation and adroitly shape and govern the emerging structures and brand?
Important lessons can be learned from pioneering TechSoup Global. As worldwide demand for its programs grew, TechSoup Global's leadership team and board struggled with developing an organizational model that would mobilize partners around a common mission and include contributions from multiple players. Like most organizations, key considerations included expansion without significant additions in headcount and overhead. Now operating in 33 countries with three distinct boards of directors, TechSoup Global has successfully built a growing global network of locally driven programs.
A showcase of applicable insights, this session explores lessons learned, innovative technologies deployed, organizational models piloted and refined, and how boards influence and model the kind of leadership needed as organizations expand internationally.
Video Impact Assessment: Closing the Impact GapMer Joyce
Here is a report card for the first grantee:
1. African Palliative Care Association (APCA)
Goal: I
The goal is implied but not clearly stated. The video analyzes problems but does not specify the desired change.
Audience: C
The audience is identified as the "public," which is too vague to effectively target.
Story: A
The video tells a compelling story through moving portraits of individuals and interviews. The flow could be improved by visually linking the interviewee to the institutions.
Production: A
The production quality is excellent, with strong visuals and sound.
Distribution: B
The video was shown at conferences and posted online, but specific audiences
Providing better scaffolding - how BS8878 affects people designing inclusive ...Jonathan Hassell
Presentation given by Jonathan Hassell (Director of Hassell Inclusion and lead author of BS8878) at UK-UPA 'Call to action: Designing inclusive user experiences' event London, Sept 2011.
Covers: what accessibility is really all about (inclusive UX); how BS8878 helps organisations understand the business case for accessibility; how to embed accessibility in their business-as-usual; how different job roles each contribute to whether a product includes or excludes disabled and elderly people; how policies can facilitate or inhibit accessibility; now to make good decisions about accessibility; how to ensure you have the right user-research so your decisions are made on facts not assumptions; what BS8878 enables UX staff to do more easily; how hassell inclusion can help you move forwards in implementing BS8878
Planning Institute of Australia NSW Keynote PresentationCollabforge
The document discusses using online collaboration and social media to engage the public in policy development, planning initiatives, and emergency services. It provides examples of governments that have successfully used wikis, Facebook, and other online tools to gather public input on issues like city planning, transportation, parks management, and disaster preparedness. The document argues that collaborative online tools can help governments overcome barriers like geographic distance and build ongoing relationships with stakeholders.
The document discusses communities of practice (CoPs), including what they are, why they are useful, and attributes of successful CoPs. It notes that CoPs allow sharing of experiences and collaboration between like-minded colleagues. Key aspects of successful CoPs include having a clear purpose, committed members, and active facilitation to address members' needs through a blend of online and in-person activities. The document also provides an overview of CoPs implemented across UK local government agencies.
Mobile Age: Open Data Mobile Apps to Support Independent LivingMobile Age Project
We present design insights for developing mobile services for senior citizens which have emerged through substantive engagement with end users and other stakeholders. We describe the aims of the Mobile Age project, and the ideas and rationale for applications that have emerged through a co-creation process. A trusted data platform is proposed along with apps that bring open data and mobile technology to work for an underserved population.
Christopher N. Bull
Will Simm
Bran Knowles
Oliver Bates
Nigel Davies
School of Computing and
Communications,
Lancaster University,
Lancaster, UK
c.bull@lancaster.ac.uk
branknowles9@gmail.com
w.simm@lancaster.ac.uk
o.bates@lancaster.ac.uk
n.a.davies@lancaster.ac.uk
Anindita Banerjee
Lucas Introna
Niall Hayes
Centre for the Study of Technology
and Organisation,
Lancaster University,
Lancaster, UK
a.banerjee2@lancaster.ac.uk
n.hayes@lancaster.ac.uk
l.introna@lancaster.ac.uk
Permission to make digital or hard copies of part or all of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. Copyrights for third-party components of this work must be honored. For all other
uses, contact the Owner/Author.
Copyright is held by the owner/author(s).
CHI'17 Extended Abstracts, May 06-11, 2017, Denver, CO, USA
ACM 978-1-4503-4656-6/17/05.
http://dx.doi.org/10.1145/3027063.3053244
Authors: Damien Lanfrey, Donatella Solda
Policy advisors, Ministry of Education, University and Research, Italy
Open government practice does not guarantee good policy design to translate into impactful processes.
The next step in policy-making asks practitioners to design policies that are "living agents" rather than mere sets of rules. Policies must enable communities and ecosystems, accelerate quality, introduce enzymes, promote agility and be impact-driven.
AIA TAP kicked off the year with a townhall meeting to recap last year and review our goals for 2011. We invite anyone interested in participating in our committees by emailing us at tap@aia.org
On Track ICT- Enabled Citizen Feedback loopsSoren Gigler
OnTrack is an ICT-enabled Citizen Feedback Mechanisms which enables citizens and civil society to directly provide feedback to Government implementing agencies and public service providers of World Bank-financed programs. On Track uses a multi-mode approach to collecting citizen feedback by using innovations in technology (i.e. inter-active Mapping, SMS, mobile and web) embedded into a broader process of civic engagement and participatory monitoring of development outcomes.
The document discusses the development of a framework for designing and assessing e-participation. It notes that existing approaches focus too much on technology and online interactions, and not enough on organizational, institutional and social context factors. The proposed framework aims to address these issues. It includes dimensions for preconditions and motivations for participation, the participation process design, and expected outcomes. The goal is to support more impactful, context-aware and multi-dimensional e-participation practices and raise the level of debate around the topic.
The document discusses corporate social responsibility and initiatives from a book by Philip Kotler and Nancy Lee. It defines CSR as a commitment to improve community well-being through discretionary business practices. It discusses causes supported by CSR initiatives such as the environment, community development, and basic human needs. It also outlines support methods for CSR initiatives including cash contributions, grants, publicity, and employee volunteers. Major challenges of CSR include choosing issues to support, selecting initiatives, developing programs, and evaluating outcomes.
The US Department of Energy (USDOE) and the Alliance to Save Energy hosted an Asia Pacific Partnership on Clean Development and Climate (APP) Zero Energy Homes Workshop at the Alliance’s offices on September 22 – 23, 2009.
The document summarizes IEEE Canada's Humanitarian Initiatives Committee (HIC) and its activities. It discusses how the HIC was established to support participation in the Humanitarian Technology Challenge and explore sustained humanitarian initiatives. The HIC now aims to assist IEEE sections with humanitarian projects using its framework. Current activities include a student design competition, outreach at conferences, and defining an open source hardware platform. The HIC also collaborates with other groups on projects related to reliable electricity and data connectivity. Members are encouraged to get involved through various participation opportunities.
Rgenta provides digital marketing services including strategy, social media management, development, creative design, digital media, and reporting. Their team of 7 has experience in marketing, computer science, development, design, project management, PR, and business. They offer three service levels - self, assisted, or full service. Services include strategy development, community management, development, design, media buying, and analytics reporting. They provided case studies highlighting successes for clients in various industries.
IIBA 2020 November - The Project Lab Masterclass: Shapeshifter BA in a Digita...AustraliaChapterIIBA
Ben Cashman from The Project Lab to discuss the skills & approaches needed as a new age business analyst in our changing digital world
About this Event
Overview:
You've heard a lot over the years of organisations moving from 'waterfall' ways of working to 'agile', with value expected to be delivered faster, through iterations of work rather than one fell swoop.
While the seasoned among us understand there is a place for both delivery methods, what does it really mean for a digital product world? A world that has proven recently that we can work effectively from home, and that many of the services we use as consumers can (and likely will) pivot to a digital product world. And more importantly how will this impact you, the business analyst expected to adapt and shapeshift your skills and approach in this fast changing world?
Presentation Value/Learning Points:
The Business Analysis Role - Do you have the skills to adapt?
How do I know which delivery approach works best for my organisation or project or client?
Business Analysis Ways of working
Business Analysis and Product Owners
Presenter– Ben Cashman
Managing Director, The Project Lab
With almost two decades of delivery and Information Technology industry experience, Ben has managed a varied project portfolio, spread across the Energy and Utility (E&U), government, healthcare, and private sectors.
Ben has managed projects with upwards of 100 team members and over $10m in value over the years, and while he still leads a number of significantly complex projects (and still consults on projects for key customers), he is now the co-founder and Managing Director of The Project Lab. The Project Lab specialises in providing organisations with advisory and management consulting, helping them link their strategic goals right through to actionable projects and work on the ground.
Ben has seen big changes in the way successful work is done over the years and is investing his energy in challenging the current mindset of the professional services industry. Ben is driven to develop a framework in which the very best Project Managers, Business Analysts and Industry Specialists can collectively deliver more successful projects to organisations around the country, every single day.
An initial overview with a national housing developer on use of social media. The concerns for using social media in the housing market and the possible steps to take next.
Using Innovation Challenges to Drive Engagement, Creativity and EntrepreneurshipL Torres
The document discusses using prizes to foster innovation by addressing important problems. It notes benefits of prize challenges include establishing goals without choosing solutions, paying only for results, highlighting excellence, and stimulating greater private investment. Well-designed prizes can attract interest, change perceptions of what's possible, and improve skills. The document outlines considerations for prize design such as specifying clear outcomes, knowing the target audience, allowing for discovery, setting appropriate monetary awards, and establishing timeframes. It provides examples of existing prizes and discusses key stages in the prize design process from defining problems to evaluating outcomes.
The Nominet Trust is seeking proposals for its Open Innovation funding program to demonstrate how digital technology can be used to address persistent social challenges. The Trust will provide up to £50k in investment plus support to develop, test, and demonstrate ideas. Successful proposals will have a tested team with an idea applying digital solutions creatively to social issues. The goal is to galvanize new approaches to problem solving that can lead to social and economic impact.
How to Get Buy-In for Accessibility at Your Organization3Play Media
In this webinar, we’ll dive into the different ways you can increase support for accessibility so you can successfully run efforts, transform practices, and create a more accessible business.
This document provides guidance on securing funding and resources for migrant community mediation projects. It discusses performing a self-analysis and SWOT analysis to identify needs, strengths, weaknesses, opportunities, and threats. It also covers identifying potential funding sources like institutions and public calls, understanding funder rules and criteria. The document outlines typical elements of a project proposal including problem statement, objectives, activities, budget, sustainability, and evaluation plans. It emphasizes using evidence to demonstrate need, focusing on impact, and pitching the project to potential funders.
KTN’s Innovation Canvas is designed to help you to identify the steps needed to make your idea succeed. It provides a powerful framework for assessing the strengths and weaknesses of a specific project, identifying the most urgent challenges to overcome, and prioritising what action to take. During this 1-hour webinar we explained how to make the most of all the Innovation Canvas has to offer, providing attendees with all the information needed to get started.
This document is a summary of a webinar on winning grants. It provides information on finding and applying for grants, including preparing by focusing on community needs, researching potential funders, writing proposals with clear goals and evaluation plans, and following up after applying. Tips are given on justifying technology needs, finding the right size grants, and keeping materials organized. Common components of proposals and reasons for not getting funded are also discussed.
Providing better scaffolding - how BS8878 affects people designing inclusive ...Jonathan Hassell
Presentation given by Jonathan Hassell (Director of Hassell Inclusion and lead author of BS8878) at UK-UPA 'Call to action: Designing inclusive user experiences' event London, Sept 2011.
Covers: what accessibility is really all about (inclusive UX); how BS8878 helps organisations understand the business case for accessibility; how to embed accessibility in their business-as-usual; how different job roles each contribute to whether a product includes or excludes disabled and elderly people; how policies can facilitate or inhibit accessibility; now to make good decisions about accessibility; how to ensure you have the right user-research so your decisions are made on facts not assumptions; what BS8878 enables UX staff to do more easily; how hassell inclusion can help you move forwards in implementing BS8878
Planning Institute of Australia NSW Keynote PresentationCollabforge
The document discusses using online collaboration and social media to engage the public in policy development, planning initiatives, and emergency services. It provides examples of governments that have successfully used wikis, Facebook, and other online tools to gather public input on issues like city planning, transportation, parks management, and disaster preparedness. The document argues that collaborative online tools can help governments overcome barriers like geographic distance and build ongoing relationships with stakeholders.
The document discusses communities of practice (CoPs), including what they are, why they are useful, and attributes of successful CoPs. It notes that CoPs allow sharing of experiences and collaboration between like-minded colleagues. Key aspects of successful CoPs include having a clear purpose, committed members, and active facilitation to address members' needs through a blend of online and in-person activities. The document also provides an overview of CoPs implemented across UK local government agencies.
Mobile Age: Open Data Mobile Apps to Support Independent LivingMobile Age Project
We present design insights for developing mobile services for senior citizens which have emerged through substantive engagement with end users and other stakeholders. We describe the aims of the Mobile Age project, and the ideas and rationale for applications that have emerged through a co-creation process. A trusted data platform is proposed along with apps that bring open data and mobile technology to work for an underserved population.
Christopher N. Bull
Will Simm
Bran Knowles
Oliver Bates
Nigel Davies
School of Computing and
Communications,
Lancaster University,
Lancaster, UK
c.bull@lancaster.ac.uk
branknowles9@gmail.com
w.simm@lancaster.ac.uk
o.bates@lancaster.ac.uk
n.a.davies@lancaster.ac.uk
Anindita Banerjee
Lucas Introna
Niall Hayes
Centre for the Study of Technology
and Organisation,
Lancaster University,
Lancaster, UK
a.banerjee2@lancaster.ac.uk
n.hayes@lancaster.ac.uk
l.introna@lancaster.ac.uk
Permission to make digital or hard copies of part or all of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. Copyrights for third-party components of this work must be honored. For all other
uses, contact the Owner/Author.
Copyright is held by the owner/author(s).
CHI'17 Extended Abstracts, May 06-11, 2017, Denver, CO, USA
ACM 978-1-4503-4656-6/17/05.
http://dx.doi.org/10.1145/3027063.3053244
Authors: Damien Lanfrey, Donatella Solda
Policy advisors, Ministry of Education, University and Research, Italy
Open government practice does not guarantee good policy design to translate into impactful processes.
The next step in policy-making asks practitioners to design policies that are "living agents" rather than mere sets of rules. Policies must enable communities and ecosystems, accelerate quality, introduce enzymes, promote agility and be impact-driven.
AIA TAP kicked off the year with a townhall meeting to recap last year and review our goals for 2011. We invite anyone interested in participating in our committees by emailing us at tap@aia.org
On Track ICT- Enabled Citizen Feedback loopsSoren Gigler
OnTrack is an ICT-enabled Citizen Feedback Mechanisms which enables citizens and civil society to directly provide feedback to Government implementing agencies and public service providers of World Bank-financed programs. On Track uses a multi-mode approach to collecting citizen feedback by using innovations in technology (i.e. inter-active Mapping, SMS, mobile and web) embedded into a broader process of civic engagement and participatory monitoring of development outcomes.
The document discusses the development of a framework for designing and assessing e-participation. It notes that existing approaches focus too much on technology and online interactions, and not enough on organizational, institutional and social context factors. The proposed framework aims to address these issues. It includes dimensions for preconditions and motivations for participation, the participation process design, and expected outcomes. The goal is to support more impactful, context-aware and multi-dimensional e-participation practices and raise the level of debate around the topic.
The document discusses corporate social responsibility and initiatives from a book by Philip Kotler and Nancy Lee. It defines CSR as a commitment to improve community well-being through discretionary business practices. It discusses causes supported by CSR initiatives such as the environment, community development, and basic human needs. It also outlines support methods for CSR initiatives including cash contributions, grants, publicity, and employee volunteers. Major challenges of CSR include choosing issues to support, selecting initiatives, developing programs, and evaluating outcomes.
The US Department of Energy (USDOE) and the Alliance to Save Energy hosted an Asia Pacific Partnership on Clean Development and Climate (APP) Zero Energy Homes Workshop at the Alliance’s offices on September 22 – 23, 2009.
The document summarizes IEEE Canada's Humanitarian Initiatives Committee (HIC) and its activities. It discusses how the HIC was established to support participation in the Humanitarian Technology Challenge and explore sustained humanitarian initiatives. The HIC now aims to assist IEEE sections with humanitarian projects using its framework. Current activities include a student design competition, outreach at conferences, and defining an open source hardware platform. The HIC also collaborates with other groups on projects related to reliable electricity and data connectivity. Members are encouraged to get involved through various participation opportunities.
Rgenta provides digital marketing services including strategy, social media management, development, creative design, digital media, and reporting. Their team of 7 has experience in marketing, computer science, development, design, project management, PR, and business. They offer three service levels - self, assisted, or full service. Services include strategy development, community management, development, design, media buying, and analytics reporting. They provided case studies highlighting successes for clients in various industries.
IIBA 2020 November - The Project Lab Masterclass: Shapeshifter BA in a Digita...AustraliaChapterIIBA
Ben Cashman from The Project Lab to discuss the skills & approaches needed as a new age business analyst in our changing digital world
About this Event
Overview:
You've heard a lot over the years of organisations moving from 'waterfall' ways of working to 'agile', with value expected to be delivered faster, through iterations of work rather than one fell swoop.
While the seasoned among us understand there is a place for both delivery methods, what does it really mean for a digital product world? A world that has proven recently that we can work effectively from home, and that many of the services we use as consumers can (and likely will) pivot to a digital product world. And more importantly how will this impact you, the business analyst expected to adapt and shapeshift your skills and approach in this fast changing world?
Presentation Value/Learning Points:
The Business Analysis Role - Do you have the skills to adapt?
How do I know which delivery approach works best for my organisation or project or client?
Business Analysis Ways of working
Business Analysis and Product Owners
Presenter– Ben Cashman
Managing Director, The Project Lab
With almost two decades of delivery and Information Technology industry experience, Ben has managed a varied project portfolio, spread across the Energy and Utility (E&U), government, healthcare, and private sectors.
Ben has managed projects with upwards of 100 team members and over $10m in value over the years, and while he still leads a number of significantly complex projects (and still consults on projects for key customers), he is now the co-founder and Managing Director of The Project Lab. The Project Lab specialises in providing organisations with advisory and management consulting, helping them link their strategic goals right through to actionable projects and work on the ground.
Ben has seen big changes in the way successful work is done over the years and is investing his energy in challenging the current mindset of the professional services industry. Ben is driven to develop a framework in which the very best Project Managers, Business Analysts and Industry Specialists can collectively deliver more successful projects to organisations around the country, every single day.
An initial overview with a national housing developer on use of social media. The concerns for using social media in the housing market and the possible steps to take next.
Using Innovation Challenges to Drive Engagement, Creativity and EntrepreneurshipL Torres
The document discusses using prizes to foster innovation by addressing important problems. It notes benefits of prize challenges include establishing goals without choosing solutions, paying only for results, highlighting excellence, and stimulating greater private investment. Well-designed prizes can attract interest, change perceptions of what's possible, and improve skills. The document outlines considerations for prize design such as specifying clear outcomes, knowing the target audience, allowing for discovery, setting appropriate monetary awards, and establishing timeframes. It provides examples of existing prizes and discusses key stages in the prize design process from defining problems to evaluating outcomes.
The Nominet Trust is seeking proposals for its Open Innovation funding program to demonstrate how digital technology can be used to address persistent social challenges. The Trust will provide up to £50k in investment plus support to develop, test, and demonstrate ideas. Successful proposals will have a tested team with an idea applying digital solutions creatively to social issues. The goal is to galvanize new approaches to problem solving that can lead to social and economic impact.
How to Get Buy-In for Accessibility at Your Organization3Play Media
In this webinar, we’ll dive into the different ways you can increase support for accessibility so you can successfully run efforts, transform practices, and create a more accessible business.
This document provides guidance on securing funding and resources for migrant community mediation projects. It discusses performing a self-analysis and SWOT analysis to identify needs, strengths, weaknesses, opportunities, and threats. It also covers identifying potential funding sources like institutions and public calls, understanding funder rules and criteria. The document outlines typical elements of a project proposal including problem statement, objectives, activities, budget, sustainability, and evaluation plans. It emphasizes using evidence to demonstrate need, focusing on impact, and pitching the project to potential funders.
KTN’s Innovation Canvas is designed to help you to identify the steps needed to make your idea succeed. It provides a powerful framework for assessing the strengths and weaknesses of a specific project, identifying the most urgent challenges to overcome, and prioritising what action to take. During this 1-hour webinar we explained how to make the most of all the Innovation Canvas has to offer, providing attendees with all the information needed to get started.
This document is a summary of a webinar on winning grants. It provides information on finding and applying for grants, including preparing by focusing on community needs, researching potential funders, writing proposals with clear goals and evaluation plans, and following up after applying. Tips are given on justifying technology needs, finding the right size grants, and keeping materials organized. Common components of proposals and reasons for not getting funded are also discussed.
This document summarizes a meeting of the Packard Foundation Grantees Learning Group discussing measuring the impact of social media for nonprofits. The group discussed defining key metrics like conversion rates and engagement. They shared tools for tracking social media referrals and conversions in Google Analytics. Participants then presented their action learning projects, which involve measuring specific social media goals and key performance indicators for their organizations. The next steps are to implement these projects and continue sharing lessons.
This document summarizes the third session of the Peer Learning Group on measuring the networked nonprofit. The session focused on defining goals, audiences, and key performance indicators for measurement projects. Participants then shared details of their action learning projects which involve designing and implementing measurement strategies. Next steps include uploading project descriptions to the wiki by March 1st and the next session will focus on measuring engagement and influence on March 18th.
E-Team Grant Program Webinar PresentationVentureWell
VentureWell is a nonprofit that supports early-stage science and technology innovators through programs, funding, and networking opportunities. The E-Team program provides grants up to $25,000 to multidisciplinary student teams working to commercialize STEM-based inventions with social or environmental impacts. To apply, teams must submit a proposal outlining their technology, business model, team, and work plan. Successful proposals demonstrate technical and market feasibility, commercial potential, team expertise, and measurable social impacts. VentureWell then provides intensive workshops and coaching to help teams validate their ideas and advance their ventures.
The document summarizes a roundtable discussion on the future of the social web hosted by Forrester Research. 38 representatives from brands and social media companies generated 4 predictions for the future of the social web. They then identified challenges for each prediction and brainstormed solutions in breakout sessions. The predictions focused on communities participating in all aspects of business, brands engaging with organic communities, work styles evolving through broader collaboration, and single user identities with multiple facets. Challenges and potential solutions were discussed for bringing each prediction to fruition.
The document summarizes a session on benchmarking and key performance indicators (KPIs) for measuring social media efforts at nonprofits. Three organizations - the American Leadership Forum Silicon Valley, the National Wildlife Federation, and the Monterey Bay Aquarium - shared their experiences developing SMART objectives, identifying relevant peer organizations for benchmarking, and establishing KPIs to track performance. The session provided an overview of benchmarking and KPIs, and highlighted examples and challenges the organizations have faced in designing and implementing social media measurement pilots.
Nonprofit Social Media Learning Series - Marketing CommunicationChad Norman
Part I of the Nonprofit Social Media Learning Series: Marketing Communication was delivered at the 2011 Nonprofit Technology Conference on March 17th, 2011.
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
This document provides an overview of a discussion on building competency in social organizations and communities. It includes frameworks to help plan social media strategies and budgets for 2012, trends influencing content creation and recruitment, examples of successful social organizations, and takeaways and resources. The speaker advocates aligning social media activities with clear business purposes and shifting marketing spend to owned, paid, and earned social media channels. Community metrics should measure collaboration and relationships rather than traditional media performance.
mLearncon 2015 - So you are building your first mobile learning project in your organization—where do you start and what steps do you need to take to be successful? Just because you are experienced in managing an eLearning project doesn’t mean you are ready to project manage a mobile learning project. There are many differences, and plenty of new landmines to watch for.
In this session you will look at the project management steps of developing a mobile learning project, using a real case study as an example of what to do and what not to do. You will receive and examine a template and sample mobile learning project management plan that includes front-end analysis, specifications documents, budgets, change management plan, development plan, implementation plan, and project evaluation. You will leave this session with a new appreciation and preparedness for mobile learning project management.
Similar to Challenges and Competitions: How HHS is using this new tool to foster innovation (20)
The document announces a webinar on August 1st, 2012 at the HHS Center for New Media to discuss Twitter chats. Three representatives from the CDC, NHLBI, and ODPHP will discuss their experiences with Twitter chats, including how to prepare for them, how many people are needed to run them, challenges that can arise, and how to measure their success. The webinar will also take questions from participants.
YouTube can be used by government agencies to engage citizens. The key reasons to use YouTube include its large audience, ability to share informative and relevant content, and potential for videos to go viral. YouTube for Government provides features like custom channel branding and longer uploads. Agencies should post content that is relevant, informative, and engaging to citizens while also building an online community. They can use tools like Google Moderator, annotations, and Insight to better engage with viewers and understand their audiences.
Webinar: HHS Open Government Plan Version #2HHS Digital
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Monitoring and Managing Anomaly Detection on OpenShift
Overview
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Key Topics Covered
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- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
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- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
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11. What is a Jupyter Notebook?
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12. Jupyter Notebooks with Code Examples
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Challenges and Competitions: How HHS is using this new tool to foster innovation
1. Wilma M. Tilson, PhD, MPH
Senior Health Policy Analyst/HHS Challenge Ambassador
Office of the Assistant Secretary for Planning and Evaluation
US Department of Health and Human Services
July 27, 2011
2. Overview
Provide brief overview of the historical context for
challenges and competitions
Provide an overview of Challenge.gov
Discuss ONC’s i2 project
Discuss implementing challenges through a case study
Provide resources for developing challenges
3. Historical Context
January 2009 President Obama directs OMB to issue
Open Gov Directive
December 2009 OMB issues Open Gov Directive
April 2010 HHS issues Open Gov plan for prompting
transparency, collaboration, and participation
January 4, 2011 America Competes Act is signed into
law
4. What is a Challenge?
A government challenge takes place when an agency
challenges the public to innovate or solve a problem by:
developing an application or graphic
submitting a healthy recipe for kids or an idea or story
through photos or videos
Improving a product or process
Solving a problem previously thought unsolvable
Providing best practices in a particular area
6. Types of Challenges at HHS
• Many HHS agencies promote challenges with
non-monetary incentives
• Most HHS prizes to date are of the
“participatory type”
• Most challenges seek to promote awareness
and information dissemination or advocate for
community engagement
• Some prize competitions are being conducted
by grantees
7. Why use Challenges and Competitions?
Government agencies can… The public can…
Easily create and launch a Discuss and submit solutions to
challenge challenges
Gain better solutions and pay Identify opportunities for
only for results collaboration across sectors
Reach large and diverse groups Provide input on issues across
of people the Federal government
Stimulate private sector Participate in the selection
investment process
Stimulate cross sector Identify new technologies,
collaboration and practices, or programs to
nontraditional partnerships disseminate or replicate in
Spur innovation both internally various settings
and externally Win recognition or prizes
8. Key Strategies for Developing Challenges
Bringing all the key subject matter experts to the table
to map out a plan for the challenge
Having the support of organizational leadership and
key partner organizations
Specifying a marketing strategy for the challenge
Thinking outside the box when developing a
challenge.
9. Conclusion
• Many institutions are looking outside their
organizations for ideas and solutions to problems.
• Challenges and Competitions are an excellent way to
promote open innovation within a system.
• Whether you are seeking to solve a complex data
problem, develop an application, or determine
new ways to address chronic disease, the challenge
platform can be used to foster innovation.
11. Challenge.gov
July 27, 2011
Office of Citizen Services and Innovative Technologies 7/27/2011 1
12. Challenge.gov
108 challenges
36 different agencies
10 new challenges July 11-22!
Norm is 7 per month
Built as a result of 3/8/10 memo from
OMB’s Jeffrey Zients
Office of Citizen Services and Innovative Technologies 7/27/2011 2
13. On challenge.gov
Agencies can host challenges for: The public can:
– solutions to problems – Submit solutions
– designs – Participate in discussions
– concept papers – Find and “support” challenges
– photos – Share challenges via soc med and
– videos email
– posters – Win recognition or prizes
– games/mobile apps
• Can also list challenges hosted on
other sites
Office of Citizen Services and Innovative Technologies 7/27/2011 3
14. Best Practices
• Challenges LISTSERV of almost 600. Contact Karen to join.
• Putting best practices on HowTo.gov http://go.usa.gov/gcP
• Partnered with American Council for Technology/Industry Advisory Council
(ACT/IAC) on interviews with those who have run challenges. Results event
October 5, 2011 at GSA.
• Challenge.gov is a great archive
• Karen and Tammi available for consultations and meetings
Office of Citizen Services and Innovative Technologies 7/27/2011 4
15. More about the toolkit
Plan Implement
• Step 1: Ask “Should I launch a challenge?” • Step 1- Post on Challenge.gov
• Step 2: Draft a Challenge Plan • Step 2 - Put publicity plan into action
• Step 3: Policies, Legislation & Relevant Memos • Step 3 - Support Entrants
• Step 4: Challenge Platforms (Your Technology Options) • Step 4 - Announce winners and distribute the prize
money
• Step 5: Select and Train Judges & Moderators
• Step 6: Resources: Staff, Partners, Contractors
• Step 7: Metrics
Office of Citizen Services and Innovative Technologies 7/27/2011 5
16. More about the toolkit
Improve
• Step 1 Assess whether you met your goal
• Step 2 Decide how you will track and measure results
• Step 3 Document lessons learned
• Step 4 Document internal procedures
• Step 5 Keep in touch with new communities
• Step 6 Act on user feedback
Office of Citizen Services and Innovative Technologies 7/27/2011 6
17. Other action GSA is taking
Challenge.gov Enhancements Contract Vehicle
• Clearer information architecture that brings challenges open for • Special Item Number 541 4G on GSA’s Advertising and
engagement to the forefront. For example, challenges that are Integrated Marketing Schedule
accepting submissions or public votes.
• http://go.usa.gov/Bdj
• User profiles that contain awards won, challenges entered, and
challenges followed • Working to expand pool of companies
• Suggest a challenge • Contact Karen if you know vendors who need help
• Sort challenges by skill. For example: build an app, film a video.
Receive alerts when new challenges of that type are posted.
• Sort challenges by audience. For example: students, teachers,
artists, photographers. Receive alerts when new challenges for
that audience are posted.
• “Amazon-like” recommendations (Based on your interest in
Challenge X, you may want to check out challenge Y.)
• Add overall site stats. To homepage (number of solutions
submitted, prize money up for grabs)
Office of Citizen Services and Innovative Technologies 7/27/2011 7
18. Contact Information
Karen Trebon, Deputy Program Manager
Ctr. for Customer Service Excellence
Karen.trebon@gsa.gov , 202.501.1802
Tammi.marcoullier@gsa.gov, Program Manager, 202.357.9649
Follow us on twitter @Challengegov
Office of Citizen Services and Innovative Technologies 7/27/2011 8
19. i2 – Investing in Innovations
Wil Yu / Adam Wong
Office of the National Coordinator
Wil.Yu@hh.gov
20. i2 Technical Assistance
• Conduct numerous cycles of competition processes end-to-end
– Facilitate process for competition topics selection
– Assist with competition structuring and corresponding award(s)
selection, non-monetary and monetary
– Assist with guidance on intellectual property and other key issues
– Pre-award and post-award procedures and administration
• Development of innovation network to support competitions and
community engagement
– Identification of potential external collaborators and partners
• Provide easy-to-use web platform
21. i2 Goals
• Further a Federal agency’s mission by attracting more interest and
attention to a defined program, activity, or issue of concern
• Highlight excellence in a particular domain of human endeavor to
motivate, inspire, and guide others
– Increase the number and diversity of the individuals, organizations, and
teams that are addressing a particular problem or challenge of national or
international significance
– Improve the skills of the participants in the competition
• Community building – Development of ecosystem
• Stimulate private sector investment that is many times greater than the
cash value of the award
22. Innovation Steering Committee
(Federal Advises ONC)
• Representative from appropriate HHS stakeholders—CMS/CMMI,
OCTO, HRSA, AHRQ, and NIH -- and other Federal stakeholders
including NSF, OSTP
• Serve as a governing body for this project, and shall support and
collaborate with ONC
– Identification of priority topic areas for competitions
– Oversight of the conduct and results of competitions
– Review contractor work products
– Provide feedback on these materials to ONC
23. Technical Expert Panel
(External Advises Contractor)
• High levels of detailed expertise in areas directly relevant to health
IT development, use, and innovation
• Identify communication strategies for dissemination of competitions’
results
• Recommend parameters that will lead to successful competitions
• Identify parameters for success rates for categories of competitions
• Recommend evaluation parameters for judging of competitors’
submitted solutions
• Provide recommended approach and methodology for program
evaluation of ONCI2
24. Overview
Increasing the Usability of Public
Data for Cancer Prevention &
Control
Abdul R Shaikh, PhD, MHSc
Program Director
Health Comm and Informatics Research Branch
Division of Cancer Control and Population Sciences
National Cancer Institute
shaikhab@mail.nih.gov
Jan 4, 2011
25. The challenge of ‘Big Data’ for Science &
Medicine
Abernethy, Hesse, Spring (eds.). Information
Technology and Evidence Implementation.
Translational Behavioral Medicine. March 2011
Shaikh, Prabhu Das, Vinson, Spring (eds.).
Cyberinfrastructure for Consumer Health. American
Journal of Preventive Medicine. April 2011.
26. NCI-supported efforts for making sense of data
through emerging technology platforms
NCI PopSciGrid Community Health
Data Portal (2007-2010)
• Data sharing, collaboration,
communication
• Exploratory tool for research:
communicating health info online,
health policy; visualizing complex
data
• NCI & NSF collaboration
Abroms et al. (2011). iPhone Apps for Smoking Cessation: A content analysis.
American Journal of Preventive Medicine, 40 (30), 279-85.
• Apps rarely adhere to established guidelines for smoking cessation (e.g.,
pharmacotherapy, quit lines, counseling).
• NCI K-award (CA124579)
http://cancercontrol.cancer.gov/hcirb/cyberinfrastructure/popsci.html
27. HHS Community Health Data Initiative
Dec 8, 2009: White House Open
Government Directive
• Transparency
• Participation
• Collaboration
June 2, 2010: Community Health Data Initiative (CHDI)
•HHS & IOM
•Data-sharing, collaboration, communication
•Enhance health and health system performance in communities
August 2010: Invitation from HHS Office of the Secretary
Sept-Dec 2010: NCI’s first Challenge
28. 2010 NCI Developer Challenge:
AIM: Engage developers and scientists to develop innovative applications that
build on the behavioral science evidence-base to engage communities and
public health decision-makers for cancer prevention & control.
TIMELINE: Sept – Dec 2010
AWARD: Travel to HICSS symposium on HHS Comm. Health Data Initiative.
OUTCOME: Increasing the utility of public health research data for the non-
research community
29. America COMPETES Act
Dec 21, 2010: Act is re-authorized
Congress grants authority to all Federal
agencies to use prizes/challenges to
• Spur innovation
• Solve difficult problems
• Advance core missions
Challenge.gov = central platform for crowdsourcing Govt. competitions
for open innovation
ONC Investing in Innovations (i2) = collaborate with HHS agencies to
further agency missions, pay only for results, increase diversity of
entities addressing challenges, and stimulate private sector investment,
June 9 Health Data Initiative Forum
30. 2011 NCI/ONC Developer Challenge:
Increasing the Usability of Public Data for Cancer
Prevention & Control
AIM: Using public health data that are relevant to cancer, develop an app that
has the potential to integrate with existing technology platforms and addresses
targets on the continuum of cancer control.
TIMELINE: Phase I July-Sept 2011
Phase II Oct-Dec 2011
AWARD: Phase I 4 x $10,000 at Health 2.0 Conference symposium
Phase II 2 x $20,000 at HICSS Conference symposium
OUTCOME: Increasing the utility of research data for the non-research
community; Connect entrants to NCI Small Business Innovation Research Program
31. The Path Forward
- Let the Challenge run its course: Phase I (Sept 2011) and Phase II (Jan 2012)
- Work with NCI SBIR Development Center to fund innovative,
evidence-based apps
• Commercializing HIT for consumer and clinical health outcomes
• Support of Federal agencies developing guidelines and recommendations for
quality outcomes and meaningful use: AHRQ, NIST, ONC
- NCI / ONC Developer Challenge Team
NCI: Abdul Shaikh, Glen Morgan, Lila Rutten, Paul Courtney, Amy
Sanders, Rick Moser, Brad Hesse, James McClain, Gordon Willis,
Zaria Tatalovich, Patti Weber, Bob Wagner
CGU: Tom Horan, Sue Feldman; U. Hawaii: Bill Chismar; RPI:
Deborah McGuinness; Northwestern: Noshir Contractor
ONC: Wil Yu, Adam Wong
Health 2.0: JL Neptune, Lizzie Dunklee, LeAnna Carey, Indu Subaiya, Matt
Holt
32. Overview of the HHS Website on
Challenges & Competitions
Elizabeth Kittrie
Assistant Secretary for Planning and Evaluation
Email: Elizabeth.Kittrie@hhs.gov
Tel: 202-690-6672
34. Purpose of the Website
• Initiated by the HHS Innovation Council to
provide a “tool kit” containing introductory
information for challenge managers and
setting forth “guideposts” within which to
operate.
• Development of the website will be iterative;
its contents will need to be re-freshed and
enhanced as we gain more experience with
this policy tool.
35. Features of the Website
• Contains an overview & background materials on
challenges, including a short video we produced.
• Key Resources:
– Link to the authorizing legislation
– Links to relevant OMB and GSA guidances
– Policy documents and Q&A’s dealing with
implementation of COMPETES at HHS
– Link to prior challenge winners via a Winner’s Gallery
– Link to challenge platforms, including Challenge.gov
and GSA’s Howto.gov site
– Links to relevant networks for challenge managers
36. HHS Delegation of Authority
• Document delegating authority vested in the
HHS Secretary under the America COMPETES
Reauthorization Act of 2010 to the heads of
operating and staff divisions and chairs of the
HHS Innovation Council to administer and
fund prize competitions.
• This authority may be sub-delegated to
challenge managers.
37. Judging Guidelines
• Document containing HHS guidelines for the
selection and appointment of judges for
challenges and competitions.
• Issues addressed in the Guidelines:
– Qualifications and Status of Judges
– Selection of Judges
– Judging Process
– Mandatory Certificate: Nondisclosure, Conflicts of
Interest & Rules of Conduct
38. Federal Register Guidance
• Contains HHS guidelines for the mandatory
Federal Register notice announcing the
requirements and registration for challenges and
competitions at HHS:
– Provides template for proper formatting of FR Notice
– Provides overview of the mandatory elements that
are required by the COMPETES Act
– Provides suggested language for the eligibility criteria
– Points challenge managers to the relevant guidances
addressing IP, liability, etc
39. Approval Process for Prizes
Greater Than $500,000
• Challenges and competitions with prizes that
are $500,000 or greater require secretarial
approval [per HHS Delegation of Authority].
• Submission of approval package to go through
usual Executive Secretariat Functions; also
included will be prior review and comment by
the Chief Technology Officer, Assistant
Secretary for Administration, and the Assistant
Secretary for Financial Resources.
40. Q & A on Liability and Insurance
Requirements
• Addresses mandatory requirements of the Act and provides
model language for challenge managers to use:
– Liability release from contest participants
– Indemnification of the Fed Gov’t against third party claims
• Discusses discretionary decision of whether to require
participants to obtain liability insurance and provides
model language for challenge managers to use
– Factors to consider in determining the amount
– Consultation with OGC is encouraged
41. Q &A on Intellectual Property (IP)
Considerations
• The Act prohibits agencies from gaining an interest in
IP developed by a participant without written
consent. The Act also permits agencies to negotiate a
license for use of IP
• Issues addressed in the Q&A:
– There is no “one-size-fits-all IP regime” required
– Factors to consider in determining IP treatment;
consultation with OGC is highly encouraged
– Public articulation of IT treatment (e.g. when it must be
published in Fed Register notice)
42. Annual Reporting Requirements
• The COMPETES Act requires Federal agencies to
report annually on their prizes and challenges
• The OSTP is taking the lead on transmitting the
full report to the Congress
• HHS’s Reporting Template includes the 15 items
requested by OSTP
• Challenge managers should provide the
information within 5 days of awarding the prize.
43. Documents Still Under Development
• Q& A on Handling 508 Compliance Issues
• Q & A on Handling Paperwork Reduction Act
Issues and Review
• Financial Management Policies and
Procedures Required for the Implementation
of the COMPETES Act and associated Payment
Documents
44. The Path Forward
- Let the Challenge run its course: Phase I (Sept 2011) and Phase II (Jan 2012)
- Work with NCI SBIR Development Center to fund innovative,
evidence-based apps
• Commercializing HIT for consumer and clinical health outcomes
• Support of Federal agencies developing guidelines and recommendations for
quality outcomes and meaningful use: AHRQ, NIST, ONC
- NCI / ONC Developer Challenge Team
NCI: Abdul Shaikh, Glen Morgan, Lila Rutten, Paul Courtney, Amy
Sanders, Rick Moser, Brad Hesse, James McClain, Gordon Willis,
Zaria Tatalovich, Patti Weber, Bob Wagner
CGU: Tom Horan, Sue Feldman; U. Hawaii: Bill Chismar; RPI:
Deborah McGuinness; Northwestern: Noshir Contractor
ONC: Wil Yu, Adam Wong
Health 2.0: JL Neptune, Lizzie Dunklee, LeAnna Carey, Indu Subaiya, Matt
Holt
45. chal·lenge chă-lənj noun: An interesting task or problem | verb: To call to engage in a competition
Brandon Kessler
CEO, ChallengePost, Inc.
212-675-6164
brandon@challengepost.com
46. ChallengePost Services
Consultation | Crafting the challenge, legal, prizing, timing, and judges
Design & Customization | Creating custom challenges on Challenge.gov
Marketing | Press, hackathons, Meetups, Universities, and past participants
Management & Fulfillment | Customer support, reviewing submissions,
awarding prizes