The document summarizes a presentation on the Strategic Foresight Initiative (SFI) which aims to help emergency managers understand future challenges and needs. SFI conducted research, workshops, and stakeholder engagements to identify key drivers of change like climate, infrastructure, technology, and demographics. Scenario planning was used to define strategic needs over the next 20 years in areas like new response models, risk management tools, and partnerships. The findings call for approaches like empowering individuals, engaging businesses, and enabling cross-sector collaboration to meet evolving emergency management needs.
The document discusses developing a framework of outcomes for youth services and young people. It aims to establish a common language around measuring the impact and social outcomes of youth programs. The framework wants to be accepted by commissioners, providers, and investors. It also wants to allow benchmarking and sharing of best practices. The outcomes framework clusters outcomes into seven key capabilities like personal development, social development, and educational development. It provides examples of how commissioners, providers, and investors could utilize the framework.
Grouputer Virtual Workshops Go Beyond Web Conferencing
Grouputer is an advanced e-collaboration programs that accelerates and improves decision making and learning in local and distributed workshops, meetings, surveys and training.
The Grouputer application solves the problem of formulating and documenting complex plans in virtual workshops by combining standard web conferencing tools with GDSS (Group Decision Support System) tools in a single software application.
Customers describe Grouputer as “web conferencing on steroids" because it enables complex planning to be conducted in virtual workshops that would otherwise require lengthy and expensive face-to-face meetings.
While web conferencing tools enable information and expertise sharing in presentations, documents and the web, GDSS tools actively engage participants in collaborative critical thinking activities achieving better solutions, with buy in and commitment.
Ideas from team members are recorded in text and processed using problem solving and planning methods such as agenda setting, brainstorming, categorizing, prioritizing, evaluation and action planning.
Formatted reports document workshop output ready for immediate distribution. A Process Builder is available to template meeting methodologies and training programs for repeat use and corporate consistency.
According to Gartner, when web conferencing tools are combined with GDSS meeting performance is enhanced and there are fewer dysfunctional meetings.
Fortune 500 companies, Defence, and consultants use Grouputer in intensive planning projects in real time or at times convenient to participants.
Customer applications include business and process improvement, Six Sigma/Lean, risk and project management and strategy development for sales, marketing, HR, information technology and operations.
Grouputer offers program and application security and is available as a hosted service and perpetual licence.
The document discusses knowledge harvesting approaches used by Nancy Dixon of Common Knowledge Associates, Kate Pugh of Intel Solution Services, and Hans Meidjam of HP Services. It identifies 10 environmental and business factors that influence their knowledge harvesting approach decisions, such as the criticality of knowledge, complexity of knowledge topics, and differences in knowledge recipients. Examples of their knowledge harvesting approaches include conducting interviews, hosting events, and disseminating findings through various channels.
Presentation given by Miles Appel, Executive Director internal Web Capabilities at Kaiser Permanente and Gia Lyons, Director Strategic Conswulting at Jive Software at Enterprise 2.0 San Francisco 2009.
Tapping into the Agility of Knowledge Networks and Communities4Good.org
Nonprofits are increasingly turning outside to discover and spread insight about their programs, target markets, science, and processes. A powerful organizational model to do this is the knowledge network (also called community of practice). The knowledge network rides less on formal partnerships, markets or hierarchies and more on powerful social ties to drive collaborative innovation and learning. Not all knowledge networks are created alike, but there are some success factors that are universal, such as agile leadership, real-time meetings, effective use of technology, and clear mission and measurement. Please join Kate Pugh, author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011) in a lively discussion about knowledge networks. We’ll look at ten years of research and practice on knowledge networks, as well as some highlights from a 2011 grant from the Bill and Melinda Gates Foundation.
Overview of knowledge harvesting process developed by Nancy Dixon and Kate Pugh. A fast way to capture deep knowledge from projects. A unique way to get the knowledge immediately into circulation.
Presentation by Matthew Lynch, Center for Communication Programs at Johns Hopkins Bloomberg School of Public Health, Networks Project on Malaria Policy and Advocacy for Stomping Out Malaria in Africa's Boot Camp training.
The document discusses developing a framework of outcomes for youth services and young people. It aims to establish a common language around measuring the impact and social outcomes of youth programs. The framework wants to be accepted by commissioners, providers, and investors. It also wants to allow benchmarking and sharing of best practices. The outcomes framework clusters outcomes into seven key capabilities like personal development, social development, and educational development. It provides examples of how commissioners, providers, and investors could utilize the framework.
Grouputer Virtual Workshops Go Beyond Web Conferencing
Grouputer is an advanced e-collaboration programs that accelerates and improves decision making and learning in local and distributed workshops, meetings, surveys and training.
The Grouputer application solves the problem of formulating and documenting complex plans in virtual workshops by combining standard web conferencing tools with GDSS (Group Decision Support System) tools in a single software application.
Customers describe Grouputer as “web conferencing on steroids" because it enables complex planning to be conducted in virtual workshops that would otherwise require lengthy and expensive face-to-face meetings.
While web conferencing tools enable information and expertise sharing in presentations, documents and the web, GDSS tools actively engage participants in collaborative critical thinking activities achieving better solutions, with buy in and commitment.
Ideas from team members are recorded in text and processed using problem solving and planning methods such as agenda setting, brainstorming, categorizing, prioritizing, evaluation and action planning.
Formatted reports document workshop output ready for immediate distribution. A Process Builder is available to template meeting methodologies and training programs for repeat use and corporate consistency.
According to Gartner, when web conferencing tools are combined with GDSS meeting performance is enhanced and there are fewer dysfunctional meetings.
Fortune 500 companies, Defence, and consultants use Grouputer in intensive planning projects in real time or at times convenient to participants.
Customer applications include business and process improvement, Six Sigma/Lean, risk and project management and strategy development for sales, marketing, HR, information technology and operations.
Grouputer offers program and application security and is available as a hosted service and perpetual licence.
The document discusses knowledge harvesting approaches used by Nancy Dixon of Common Knowledge Associates, Kate Pugh of Intel Solution Services, and Hans Meidjam of HP Services. It identifies 10 environmental and business factors that influence their knowledge harvesting approach decisions, such as the criticality of knowledge, complexity of knowledge topics, and differences in knowledge recipients. Examples of their knowledge harvesting approaches include conducting interviews, hosting events, and disseminating findings through various channels.
Presentation given by Miles Appel, Executive Director internal Web Capabilities at Kaiser Permanente and Gia Lyons, Director Strategic Conswulting at Jive Software at Enterprise 2.0 San Francisco 2009.
Tapping into the Agility of Knowledge Networks and Communities4Good.org
Nonprofits are increasingly turning outside to discover and spread insight about their programs, target markets, science, and processes. A powerful organizational model to do this is the knowledge network (also called community of practice). The knowledge network rides less on formal partnerships, markets or hierarchies and more on powerful social ties to drive collaborative innovation and learning. Not all knowledge networks are created alike, but there are some success factors that are universal, such as agile leadership, real-time meetings, effective use of technology, and clear mission and measurement. Please join Kate Pugh, author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011) in a lively discussion about knowledge networks. We’ll look at ten years of research and practice on knowledge networks, as well as some highlights from a 2011 grant from the Bill and Melinda Gates Foundation.
Overview of knowledge harvesting process developed by Nancy Dixon and Kate Pugh. A fast way to capture deep knowledge from projects. A unique way to get the knowledge immediately into circulation.
Presentation by Matthew Lynch, Center for Communication Programs at Johns Hopkins Bloomberg School of Public Health, Networks Project on Malaria Policy and Advocacy for Stomping Out Malaria in Africa's Boot Camp training.
The document discusses knowledge management strategies for public health departments. It defines knowledge management as enabling organizations to systematically capture, create, store, share, and apply knowledge to better achieve objectives. Communities of practice are proposed as a way to strengthen capabilities for producing and applying relevant knowledge through direct engagement with stakeholders. Challenges include building trust among participants and ensuring political buy-in and adequate resources for knowledge management activities.
The document outlines Nestlé Waters North America's new "Siting and Community Commitment Framework" for establishing spring water facilities. The framework was developed through a multi-step stakeholder engagement process to improve Nestlé's approach to siting projects based on past experiences. It provides principles and tools to guide engagement with local communities throughout the siting process and ensure their input is considered. The goal is to build stronger relationships and shared value with the locations where facilities are sited.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
Social Spark Winter Case Challenge - 1st Place (Rotman Commerce)Ryan Kam
The document provides a recommendation and analysis for improving the financial position and organizational structure of Science Expo. It recommends eliminating redundant roles, restructuring programs to focus on fundraising, and increasing delegate fees. Analyses show organizational bloating, high catering costs, and a sponsorship decline due to poor relations. The recommendation projects over $6,700 in additional annual funding through cost savings and new revenue sources.
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
Final final collaborating on outcomes 30 5 12Kerry McCarroll
The Building Change Trust is a 10 year £10 million charitable fund established by the Big Lottery Fund to support change and transformation in the Northern Ireland Community and Voluntary sector. Its vision is for a strong, vibrant, independent and relevant community and voluntary sector in Northern Ireland. The Trust is actively considering its role in supporting impact measurement to help organizations focus on impact, understand achievements, and identify what works to make best use of limited resources.
The FUPOL project aims to create a new governance model for more transparent and open policy design that engages stakeholders throughout the process. It has a budget of 9.01 million euros over 48 months with 17 partners from various European and Asian countries. New technologies like social computing, semantic analysis, simulation, and cloud computing will be used to automatically identify policy issues from online citizen opinions, involve stakeholders in providing feedback, and simulate the effects of policy options to support more informed decision making. The goals are to give citizens a greater voice, improve communication between politicians and citizens, better predict policy impacts, and increase civic engagement and innovation through new digital tools.
This document discusses a study of Chinese bloggers and the narratives and social memory conveyed through their blog posts. The study analyzed 800 blog posts from 200 bloggers on major Chinese platforms. It found that most bloggers' narratives conformed to the "red lines" of censorship and avoided challenging official state narratives, instead telling stories on permitted topics. Older bloggers and those in media/economics were more likely to take a critical stance. The study concludes that censorship and self-censorship have largely prevented Chinese bloggers from challenging the government's control of social memory.
This document discusses small world theory and world systems theory. It notes that world systems are networks operating through information exchange, political/military interactions, and trade of prestige and bulk goods. Small world theory models networks through clustering and connections between friends. The document suggests trade diasporas and ecumenes within world systems can be examples of small worlds. It analyzes the European Union within the framework of these theories and provides recommendations around innovation and network approaches.
Proceedings of the International Conference for E-Democracy and Open Government: Social and Mobile Media for Governance. 14-15 November 2012, Singapore. www.donau-uni.ac.at/cedem
The document discusses Open Commons Region Linz, a project that aims to make digital assets freely available without restrictions through Creative Commons licensing. It outlines several current and planned initiatives including free public WiFi hotspots, web hosting for citizens, and additional funding for culture projects that use Creative Commons. An advisory board provides expertise in areas like online media, regional culture, and law. Future plans include publishing open government data and hosting an annual Open Commons Congress.
This document outlines a research process to explore potential future roles of the EU as a global security actor through 2035. It identifies relevant factors like the global context, economic growth, security environment, demographics, and EU modalities. These factors have multiple "states" that could occur. The research will develop context scenarios by combining these states, then identify alternative future EU roles that may emerge in each scenario. The goal is to span the potential problem space and inform future security research.
This document discusses how to effectively engage and inform the public on complex issues. It argues that simply providing information is not enough, as people have limited attention and will only believe credible sources. To gain attention, messages must imply urgency and be concrete. To be believed, the source must have expertise in the topic and shared interests with the audience. Effective civic education requires understanding how people make decisions and what they want to know, rather than blaming them for not changing their views.
The document discusses India's potential for electronic democracy (e-democracy) through citizen engagement using social media and mobile technology. It outlines the VOTERS framework for e-democracy, which stands for verifiable, open, transparent, empathetic, responsive, and sensitive. Recent anti-corruption protests in India engaged millions of citizens online and off to demand reforms. If implemented, the VOTERS framework could help the government become more transparent, responsive to citizens, and accountable through open consultation and access to information online.
The document demonstrates the FOCUS website and the current state of an IT-based knowledge platform. It provides an overview of the knowledge resources available on the platform, including documents stored in archives and wikis, as well as interactive documents using polls. It also describes the integrated and linked knowledge tools, the common analytical framework and processes supported by the knowledge stepper. The presentation concludes by providing contact information for the project.
CSHGP Program Learning_Pelletier_10.11.12CORE Group
1. The document discusses knowledge production, sharing, and broader application by development agencies.
2. It notes that agencies implicitly assume a top-down, linear model of moving knowledge from global to local levels, but that a more realistic model accounts for complex dynamics at each level.
3. A robust understanding is needed of how learning, acceptance, and application of knowledge happens in different contexts in order to design effective strategies.
This document provides an agenda and objectives for an upcoming webinar on integrated reporting. The webinar will feature a panel of experts who will share practices and trends in integrated reporting, deliver insights and best practices, and provide information on getting involved in integrated reporting standards evolution. The panelists will represent organizations like the International Integrated Reporting Council, SASB, and companies currently implementing integrated reporting.
This document provides guidance on conducting situational analyses and setting program priorities for University of Wisconsin Extension offices. It discusses engaging community stakeholders throughout the situational analysis to build understanding and ownership. Case examples and tools are provided to aid in gathering and analyzing data on community needs, assets, and concerns. The priority setting process should consider available resources and involve the county oversight committee, as required by law, to identify priorities the Extension office will address. Communicating results builds further involvement.
This document summarizes a workshop on business-IT fusion. It introduces the presenters and their backgrounds, then discusses the traditional disconnect between business and IT. It frames alignment and fusion as ways to bridge this gap. Fusion is defined as a merging of business and IT elements into a unified whole.
The workshop agenda is then outlined. Participants are asked to consider key outcomes from the perspectives of different roles in a fusion initiative. A business-IT fusion framework is presented, consisting of constancy of purpose, a shared world view, and adapting to change. Groups then discuss desired outcomes from their assigned roles after 18 months of a fusion program.
Lessons on sector learning with WASH Resource Centre NetworksIRC
Continuous joint learning is crucial for a strong and adaptive water and sanitation sector. In the past 2 years, we have been reflecting on the ways in which national Water sanitation and hygiene (WASH) Resource Centre Networks (RCN) support learning in their WASH sectors.
IRC and RCN coordinators in 5 countries have been sharing experiences and gathering evidence of change that result from learning between organisations and at sector level. See http://www.irc.nl/page/50054
The document discusses knowledge management strategies for public health departments. It defines knowledge management as enabling organizations to systematically capture, create, store, share, and apply knowledge to better achieve objectives. Communities of practice are proposed as a way to strengthen capabilities for producing and applying relevant knowledge through direct engagement with stakeholders. Challenges include building trust among participants and ensuring political buy-in and adequate resources for knowledge management activities.
The document outlines Nestlé Waters North America's new "Siting and Community Commitment Framework" for establishing spring water facilities. The framework was developed through a multi-step stakeholder engagement process to improve Nestlé's approach to siting projects based on past experiences. It provides principles and tools to guide engagement with local communities throughout the siting process and ensure their input is considered. The goal is to build stronger relationships and shared value with the locations where facilities are sited.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
Social Spark Winter Case Challenge - 1st Place (Rotman Commerce)Ryan Kam
The document provides a recommendation and analysis for improving the financial position and organizational structure of Science Expo. It recommends eliminating redundant roles, restructuring programs to focus on fundraising, and increasing delegate fees. Analyses show organizational bloating, high catering costs, and a sponsorship decline due to poor relations. The recommendation projects over $6,700 in additional annual funding through cost savings and new revenue sources.
Describes four levels of knowledge capture: eliciting from individuals, harvesting from communities, gathering from networks, and exploring cyberspace.
Final final collaborating on outcomes 30 5 12Kerry McCarroll
The Building Change Trust is a 10 year £10 million charitable fund established by the Big Lottery Fund to support change and transformation in the Northern Ireland Community and Voluntary sector. Its vision is for a strong, vibrant, independent and relevant community and voluntary sector in Northern Ireland. The Trust is actively considering its role in supporting impact measurement to help organizations focus on impact, understand achievements, and identify what works to make best use of limited resources.
The FUPOL project aims to create a new governance model for more transparent and open policy design that engages stakeholders throughout the process. It has a budget of 9.01 million euros over 48 months with 17 partners from various European and Asian countries. New technologies like social computing, semantic analysis, simulation, and cloud computing will be used to automatically identify policy issues from online citizen opinions, involve stakeholders in providing feedback, and simulate the effects of policy options to support more informed decision making. The goals are to give citizens a greater voice, improve communication between politicians and citizens, better predict policy impacts, and increase civic engagement and innovation through new digital tools.
This document discusses a study of Chinese bloggers and the narratives and social memory conveyed through their blog posts. The study analyzed 800 blog posts from 200 bloggers on major Chinese platforms. It found that most bloggers' narratives conformed to the "red lines" of censorship and avoided challenging official state narratives, instead telling stories on permitted topics. Older bloggers and those in media/economics were more likely to take a critical stance. The study concludes that censorship and self-censorship have largely prevented Chinese bloggers from challenging the government's control of social memory.
This document discusses small world theory and world systems theory. It notes that world systems are networks operating through information exchange, political/military interactions, and trade of prestige and bulk goods. Small world theory models networks through clustering and connections between friends. The document suggests trade diasporas and ecumenes within world systems can be examples of small worlds. It analyzes the European Union within the framework of these theories and provides recommendations around innovation and network approaches.
Proceedings of the International Conference for E-Democracy and Open Government: Social and Mobile Media for Governance. 14-15 November 2012, Singapore. www.donau-uni.ac.at/cedem
The document discusses Open Commons Region Linz, a project that aims to make digital assets freely available without restrictions through Creative Commons licensing. It outlines several current and planned initiatives including free public WiFi hotspots, web hosting for citizens, and additional funding for culture projects that use Creative Commons. An advisory board provides expertise in areas like online media, regional culture, and law. Future plans include publishing open government data and hosting an annual Open Commons Congress.
This document outlines a research process to explore potential future roles of the EU as a global security actor through 2035. It identifies relevant factors like the global context, economic growth, security environment, demographics, and EU modalities. These factors have multiple "states" that could occur. The research will develop context scenarios by combining these states, then identify alternative future EU roles that may emerge in each scenario. The goal is to span the potential problem space and inform future security research.
This document discusses how to effectively engage and inform the public on complex issues. It argues that simply providing information is not enough, as people have limited attention and will only believe credible sources. To gain attention, messages must imply urgency and be concrete. To be believed, the source must have expertise in the topic and shared interests with the audience. Effective civic education requires understanding how people make decisions and what they want to know, rather than blaming them for not changing their views.
The document discusses India's potential for electronic democracy (e-democracy) through citizen engagement using social media and mobile technology. It outlines the VOTERS framework for e-democracy, which stands for verifiable, open, transparent, empathetic, responsive, and sensitive. Recent anti-corruption protests in India engaged millions of citizens online and off to demand reforms. If implemented, the VOTERS framework could help the government become more transparent, responsive to citizens, and accountable through open consultation and access to information online.
The document demonstrates the FOCUS website and the current state of an IT-based knowledge platform. It provides an overview of the knowledge resources available on the platform, including documents stored in archives and wikis, as well as interactive documents using polls. It also describes the integrated and linked knowledge tools, the common analytical framework and processes supported by the knowledge stepper. The presentation concludes by providing contact information for the project.
CSHGP Program Learning_Pelletier_10.11.12CORE Group
1. The document discusses knowledge production, sharing, and broader application by development agencies.
2. It notes that agencies implicitly assume a top-down, linear model of moving knowledge from global to local levels, but that a more realistic model accounts for complex dynamics at each level.
3. A robust understanding is needed of how learning, acceptance, and application of knowledge happens in different contexts in order to design effective strategies.
This document provides an agenda and objectives for an upcoming webinar on integrated reporting. The webinar will feature a panel of experts who will share practices and trends in integrated reporting, deliver insights and best practices, and provide information on getting involved in integrated reporting standards evolution. The panelists will represent organizations like the International Integrated Reporting Council, SASB, and companies currently implementing integrated reporting.
This document provides guidance on conducting situational analyses and setting program priorities for University of Wisconsin Extension offices. It discusses engaging community stakeholders throughout the situational analysis to build understanding and ownership. Case examples and tools are provided to aid in gathering and analyzing data on community needs, assets, and concerns. The priority setting process should consider available resources and involve the county oversight committee, as required by law, to identify priorities the Extension office will address. Communicating results builds further involvement.
This document summarizes a workshop on business-IT fusion. It introduces the presenters and their backgrounds, then discusses the traditional disconnect between business and IT. It frames alignment and fusion as ways to bridge this gap. Fusion is defined as a merging of business and IT elements into a unified whole.
The workshop agenda is then outlined. Participants are asked to consider key outcomes from the perspectives of different roles in a fusion initiative. A business-IT fusion framework is presented, consisting of constancy of purpose, a shared world view, and adapting to change. Groups then discuss desired outcomes from their assigned roles after 18 months of a fusion program.
Lessons on sector learning with WASH Resource Centre NetworksIRC
Continuous joint learning is crucial for a strong and adaptive water and sanitation sector. In the past 2 years, we have been reflecting on the ways in which national Water sanitation and hygiene (WASH) Resource Centre Networks (RCN) support learning in their WASH sectors.
IRC and RCN coordinators in 5 countries have been sharing experiences and gathering evidence of change that result from learning between organisations and at sector level. See http://www.irc.nl/page/50054
India Backbone Implementation Network - Launch 19th April 2013NITI Aayog
The document discusses the need for an "India Backbone Implementation Network" (IBIN) to address implementation bottlenecks in India. In three sentences:
IBIN would catalyze collaboration and coordination across levels of government and sectors to improve implementation of policies and plans. It would develop a common language and toolkit for stakeholders to identify issues, design interventions, and manage implementation. The network would grow organically by making connections between nodes, knowledge repositories, and channels to enable projects through alignment of stakeholders.
GLOBAL FORESIGHT: LESSONS FROM SCENARIO AND ROADMAPPING EXERCISE ON MANUFACTU...Totti Könnölä
Geographical dispersion, organisational and cultural differences, and numerous participants characterise international foresight exercises. In this paper, the authors develop four principles for the design and management of global foresight exercises building on the experience from designing and managing a foresight process in connection with the Intelligent Management FacturingManufacturing Systems (IMS) 2020 project. The authors reflect and discuss against the exercise the suitability of the four principles for global foresight in general. For instance, understanding interconnected innovation systems is crucial for helping participants to position the exercise and their own activities better in the global context; responsiveness towards diversity of stakeholders strengthen commitment and encourage learning and creative problem solving; embeddedness of foresight in existing international networks benefits from existing organisational structures and facilitates for timely and efficiently mobilisation of stakeholder communities; finally, ‘glocal’ impact orientation connects foresight activities to both local and international decision-making structures. Furthermore, the findings indicate that scalable design is one of the key determinants for succesfulsuccessful adaption of foresight to geographical dispersion and numerous participants.
Power point set 001 definitions of strategy spring 2009Ankush Sharma
Strategic management involves three key activities: 1) understanding how firms create competitive advantage, 2) analyzing strategic situations to formulate strategic plans, and 3) implementing strategies and organizing the firm for strategic success. The document discusses definitions of strategy, the importance of defining the business and establishing goals and mission, sources of competitive advantage, and levels of strategy including corporate, business, and functional strategies. Effective strategic decision-making requires addressing factors like time constraints, limited information, and group biases.
The document discusses Knowledge Jam, a process for sharing hidden know-how within organizations. It involves bringing together knowledge originators and brokers for a facilitated conversation. The conversation is then translated and circulated to channel insight into action. Knowledge Jam can be useful for initiatives involving large-scale change, mergers, executive transitions, new product development, and offshoring where tacit knowledge is at risk. It defines the roles of facilitator, sponsor, and participants in Knowledge Jam and provides examples of topics from real Knowledge Jams.
You’re already overwhelmed. And yet every day there is more and more information to filter. For you: What strategies, tools and techniques do you need for this new literacy? How do you find the trusted sources that curate the information you need each day? How can you ensure that the information you find, use and act on is credible? For the people you serve: How can you become (or remain!) a trusted source of information and enhance your reputation? What if you could find/share something once and have it show up everywhere you need it to be?
Attendees Will Walk Away With:
• A strategy for handling information overload
• Free, practical online tools they can implement immediately
• Connections to sites, experts, resources to help them with the above (i.e. early adopters who are testing this all out and thinking deeply on this stuff for you!).
Marco Campana
Marco has worked with the web and social media for numerous non-profits and believes that technology is valuable when it is connected to our daily work. Marco believes that social media is a means to an end. You probably care about the end. This is reasonable.
The document discusses knowledge management strategies for a public health department. It defines knowledge and knowledge management, and describes how communities of practice can be used to facilitate knowledge sharing and application. Key challenges include engaging the right stakeholders, building trust, allocating adequate resources, and selecting appropriate platforms and activities. Performance indicators that were proposed to evaluate knowledge management activities include the number of community members and interactions, as well as the generation of relevant research outputs.
Presentation delivered at ASTD's International Conference on Knowpedge Performance. Unlike traditional approached to KM, Beacon's approach pivots off a human performance stance - recognizing that knowledge assets are enablers of performance and not just data to be managed.
Organizational Change Consulting Group (OCC Group) is a consulting firm that specializes in facilitating collaborative change strategies and planning processes. OCC Group designs solutions to allow diverse stakeholders to find common ground and develop plans that all parties can support. They use collaborative principles and processes to bring together leaders and stakeholders to address complex issues in a fair and equitable manner. Their approach focuses on building shared understanding and alignment through multi-day workshops and meetings involving the whole system.
The role of the social and/or community strategist is unique from that of a community manager although the two roles are often done by the same person in smaller organizations. These slides are a small portion of the Community Strategist training course offered by The Community Roundtable, WOMMA & ComBlue. If you are interested in that class, you can find more info here: http://community-roundtable.com/what-we-do/training/
Slides for a virtual presentation I did on November 15th for the Benetec learning event. The audio for the last 10 minutes is here: https://www.youtube.com/watch?v=2eQJkYlmp_g (webinar software failure!)
1. The document provides guidance on establishing and operating effective Local Support Groups for URBACT projects. It discusses the composition, objectives, tasks and ways of working for LSGs.
2. Key recommendations include involving a diverse range of stakeholders, focusing on around 10 core members, and using meetings, technology, and participation in exchanges to accomplish objectives like identifying local needs, mobilizing resources, and championing projects.
3. The guidance also covers developing Local Action Plans through steps like reviewing evidence, stakeholder analysis, problem identification, goal-setting, and consultation. Plans can range from recommendations to independent documents and help transition exchange learning into local impact.
Listen in for a quick "Tips in 20" webinar to learn how to build a strategic framework that will allow your online community to evolve and achieve ongoing success.
The document discusses fostering a culture of collective impact. It begins with an agenda for a meeting on collective impact which includes introductions, why pursue collective impact, what collective impact is, examples in communities, backbone organizations, and creating a plan. It then defines collective impact as a commitment by actors from different sectors to a common agenda for solving a social problem. The five conditions for collective impact are also outlined.
This document discusses challenges and best practices for distributed agile project management. It begins by defining agile project management and explaining why agile practices are needed in today's business environment. It then notes that distributed teams are increasingly common due to globalization and outsourcing. However, agile projects and distributed teams have some incompatible elements, such as lack of face-to-face communication and difficulty building trust over distance. The document outlines challenges like communication breakdowns, infrastructure issues, and fear of failure on distributed agile projects. It concludes by recommending best practices for distributed agile projects, including focusing on people relationships, improving communication structures and tools, establishing clear roles and responsibilities, and ensuring proper infrastructure.
The aim of the workshop was to discuss the state-of-art of the Smart City concept and how to translate existing approaches to the reality of the local governments, as well as the institutional capacity for making smarter decisions.
Robert Scholz presented the importance to investigate concepts, which enable the unification and the common understanding and the replication of ICT architectures. He pointed out how to achieve an unified approach which aims to fulfill complex and integrative ICT solutions for Smart Cities. The presented approach aims to base on the idea of openness with 1) respect to interfaces 2)software components and 3) data. It was shown that those are seen as the main ingredient of an ICT eco-system for Smart Cities.
Open data has the potential to enable new public services co-created by governments and the public. However, there are also many barriers. A survey of experts found the key barriers to be a lack of available, high-quality open data, low awareness of open data's benefits, and cultural impediments to co-creation. Successful policies take a comprehensive approach, publish important datasets, and support capacity building to turn barriers into drivers and create a virtuous cycle of open data provision, awareness, and co-created public services.
This document discusses open data and its goals of increasing transparency and reducing the gap between citizens and public administrations. It describes barriers to using open data, such as poor data quality, lack of metadata, and empty or incorrect values. The document then introduces datalets and controllets, which are tools for exploring, filtering, grouping, and visualizing open datasets. An edge-centric architecture is proposed to address issues with open data. Future work areas are also discussed.
[X]CHANGING PERSPECTIVES:
ENRICHING MULTISTAKEHOLDER DELIBERATION WITH EMBODIMENT IN
PARTICIPATORY SOCIETY presented at the CeDEM17 Conference in Krems, Austria
The document discusses using fuzzy cognitive maps (FCMs) as decision support tools for smart cities, specifically for smart mobility applications. It aims to simulate urban mobility decision-making processes based on an ongoing research project involving several pilot cities. Key aspects discussed include identifying smart city concepts, exploiting social media and open data to inform policy scenarios, and creating theory-driven and data-driven decision support tools like FCMs. The research outputs will evaluate the potential and barriers of using social media, open data, and FCMs to support evidence-based decision making in smart cities.
The document discusses the evolution of the digital divide in the smartphone era. It argues that a dual digital divide has emerged: 1) Between smartphone users and non-users and 2) Among smartphone users due to differences in skills and access to applications. While access gaps are shrinking, inequalities persist due to high subscription fees and limited skills that prevent full utilization of smartphone capabilities. The author calls for policies to promote digital inclusion and reduce disparities in quality of smartphone use.
The document discusses open access publishing and the motivations behind it. It provides an overview of open access, describes the JeDEM eJournal which has been published since 2009, and evaluates JeDEM based on DOAJ and QOAM criteria. It then outlines a project to develop a methodology for evaluating users' perspectives on open access journals like JeDEM through surveys. Key research questions are presented along with potential motivational factors. The remainder involves workshops at the conference to discuss perspectives on open access from academics, practitioners, and policymakers.
This document discusses how social media, including "matome sites" which aggregate content from sites like 2channel, have become hotbeds for the proliferation of hate speech and racism against Zainichi Koreans in Japan. The rise of these hate groups on social media is linked to political events straining Korea-Japan relations. A survey found that using matome sites is associated with higher levels of both old-fashioned and modern racism toward Zainichi Koreans, and there appears to be a "vicious circle" where racist users are exposed to and reinforced by more racist content on these sites.
This document summarizes a comparative survey on social media and citizen engagement in Asia. It discusses how the survey examines patterns of political engagement in the digital era, with a focus on Confucian Asia. The survey compares countries like China, Hong Kong, Japan, Singapore, South Korea, and Taiwan. It finds that while these societies share cultural traits, they have different political systems that shape the impact of social media on political life. The survey examines topics like types of social media use and engagement, exposure to disagreement, and selective avoidance. It finds exposure to diverse views can encourage engagement but also lead to selective avoidance behaviors like unfriending. The right balance is discussed to ensure citizens benefit from diverse views while certain contexts still enable opinion
This document discusses a research project called InSmart that aimed to model and evaluate energy efficiency in the city of Trikala, Greece. The project defined sources of energy demand and supply in the city, created a baseline model of 2012 energy usage, developed 15 alternative energy efficiency scenarios, and used multi-criteria decision making to evaluate and prioritize the scenarios. Key findings indicated that upgrading the energy efficiency of all city buildings could make the most significant contribution to improved energy efficiency, while other high-impact scenarios involved upgrading public lighting and increasing renewable energy production. The research concluded that defining and measuring city-level energy efficiency is important, and that governments play a vital role in long-term planning and implementing local energy efficiency policies.
This document summarizes a presentation on the social media strategies of political institutions in Germany and Japan regarding environmental issues after the 2015 Paris Climate Conference. It finds that the German environmental ministry (BMUB) has a more active social media strategy than its Japanese counterpart, with more tweets engaging other accounts. The BMUB strategy aims to set the agenda, while Japanese officials do not alter strategies between media. Limitations and opportunities for further analysis are discussed.
This document discusses the tension between open government principles of making government data openly available to anyone in the world, and the principle of national sovereignty where governments prioritize serving their own citizens.
It argues that existing principles support openness of government data within national boundaries for a state's own citizens, not globally for anyone interested. Initiatives like open data charters that promote openness to all users worldwide are contrary to national sovereignty.
While e-governance initiatives aim to build information systems, declarations promoting openness to all lack theoretical foundations to justify changing this balance between openness and sovereignty.
This document discusses health risk communication in the digital era. It notes that effective health messages aim to alert people to risks and convince them to behave in recommended ways, traditionally through media. Social media is now an important channel for health risk communication due to its speed, affordance, openness and connectedness. An experiment was conducted looking at risk message context on a news website, news Facebook page, in-group Facebook page, and out-group Facebook page. The findings showed the in-group Facebook page was the most effective at changing behavior as it increased identification with the source and perceived severity and efficacy of the risk. Strategic use of message context and identification with the source can be important for health risk communication on social media.
This study analyzed 425 Facebook pages run by Japanese local governments to examine how they are using social media. The researchers found that the most common policy areas local governments focused on were community development and promotion. Employment, agriculture, and childcare tended to have smaller fan bases, while tourism and public relations had larger fan bases. Most policy areas had low user engagement, but childcare, education, and public relations had more mid-range or higher engagement levels. The number of fans and engagement varied depending on the specific policy area each page focused on.
War Co-Creation vor 10 Jahren noch stark auf den Bereich Wirtschaft beschränkt, so findet sich das Konzept nun auch immer mehr im Bereich der Verwaltung und der Öffentlichkeit.
Datenschutzbeauftragte werden in Zukunft eine wichtige Rolle im Unternehmen spielen
5 Fragen an Thomas Jost
Lehrender “Geprüfte/r Datenschutzbeauftragte/r”
Department für E-Governance in Wirtschaft und Verwaltung
More from Danube University Krems, Centre for E-Governance (20)
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
2. Today’s Session
• Overview of the Strategic Foresight Initiative (SFI)
• Research and Stakeholder Engagements
• Findings and Insights
• Q&A
Page 2
3. SFI Overview
• Understand the factors driving
change that will impact emergency
and disaster management over a 20-
year horizon
• Develop a shared sense of direction
and urgency in the emergency
management community that
enables us to drive to action
• Collectively prepare for the future
across multi-sectors
• Plan for and take action to meet the
evolving needs
Page 3
4. Community Involvement
Emergency Management
Engaged in:
Community
• Federal, state, local, tribal • Research
emergency managers • Conference calls and
• First responders Webinars
• Business partners • Workshops and
• NGOs conferences
• Other federal agencies • Online engagement
• Academia
Page 4
5. SFI Approach
ENVIRONMENTAL SCANNING SCENARIO PLANNING ADVANCING & SUSTAINING FORESIGHT
Accelerator/ Expand and
DRIVERS DEFINED
STRATEGIC NEEDS
Derailer Evaluate Share
Initial
Workshops Existing Research
Research SFI ID
DEFINED
IDENTIFY Scenarios
Expert Scenario Strategic
DRAFT Outreach
Scoping DRIVERS Customize Workshop Needs
Topical Align Engage
Workshop Webinars/ Scenarios
Strategies Stakeholders
Concalls
Page 5
6. Our Future Landscape
• We will face increasing complexity and decreasing
predictability
• Future resource constraints are seemingly
unavoidable
• Individuals, families, neighborhoods, communities,
and the private sector will likely play an increasingly
active role in meeting emergency management
needs
• Trust – between the public and government – must
be strengthened
Page 6
7. SFI Drivers
Changing Role of the Individual
Climate Change
Critical Infrastructure
Evolving Terrorist Threat
Global Interdependencies
Government Budgets
Technological Innovation and Dependency
Universal Access to and Use of Information
US Demographic Shifts
Page 7
8. Select Driver Implications
• Aging infrastructure will challenge response and recovery
• Global interdependencies raise questions about the
emergency management community’s role in international
events
• Advances in technology (e.g. smartphones, tablets) empower
individuals by broadening access to information and
promoting a sharing rather than hierarchical information
environment
• US demographic shifts – i.e. larger, older, more diverse, and
more geographically concentrated – pose challenges to
communication, response and recovery efforts, among others
Page 8
10. Scenario Workshop Findings
Strategic Need Theme Strategic Needs
Essential Capabilities New response and recovery approaches
Omni-directional communication
Public training and education
Leverage volunteer capabilities
Futures thinking and planning
Innovative Models and Tools Alternative surge models
New risk management tools and processes
Influence technology
Flexible frameworks
Plan and coordinate around shared interests
Remediate vulnerabilities in critical supplies
Dynamic Relationships and Empower individuals and communities
Partnerships Engage business community
International collaboration
Collaboration with military
Page 10
11. Understanding Strategic Needs
• Omni-directional knowledge sharing
• Full public/private involvement in all phases of
emergency and disaster management
• Alternative surge models
• Enabling frameworks for cross-sector activity
Page 11
12. Advancing and Sustaining Foresight
Advancing & Sustaining Foresight
Expand and Share
Research
Engage
Align Strategies
Stakeholders
Page 12
13. Discussion
• What are your key takeaways?
• What resonates with you in the findings? and Why?
• What do you see as the most significant challenge
for the international emergency management
community going forward?
Page 13
14. Get Involved in SFI
SFI Mailbox:
FEMA-OPPA-SFI@fema.gov
SFI Website:
http://www.fema.gov/about/programs/oppa/str
ategic_foresight_initiative.shtm
Page 14
Today I would like to provide an overview of the Strategic Foresight Initiative (SFI) by discussing the following:Share what SFI is; Explain how we got where we are today; Share what we’ve learned to date; and Answer your questions and facilitate an open discussion at the end of the presentation as time permits
To begin learning more about driving forces of change that could shape our future, we launched the Strategic Foresight Initiative in 2010.This initiative is attempting to: Help us understand who or what will shape the future over the next 20 years so that the EM community can get ahead of those changes and plan accordingly for them Develop a shared sense of direction and for the EM community to be prepared for what comes our way Collectively prepare for the future Plan for and take action to meet evolving needsThere are a number of benefits to our emergency management community as a result of SFI: Avoid strategic surprises Promotes information sharing across disciplines and organizations Explores latest EM research Understand what changes could affect emergency management More comprehensive information to make more proactive decisions Increased communication among interconnected EM stakeholders Opportunity for more effective EM resource allocation Opportunity for strategy alignment and operational collaboration across organizations Space for dialogue and discovery about future issues, threats, implications, trends, and solutions Access to existing communities of practice and subject matter experts Active community discussing strategy and operations Opportunity for integrated planning for the future environmentWe have been focusing on what could shape the future and what impacts they might present. Shifting US demographics and technological innovation will challenge how we plan and communicate Spending constraints will affect what we can do and whom we need to partner with More frequent and intense storms will present operational challenges Aging infrastructure will impact our ability to respond and recover These changes will significantly alter how our profession operates in the future and will require us to think more creatively and collaborativelySystemic Observations: The good news is that some of what we’ve discussed to date actually validates current discussions going on throughout the emergency management community, so we’re on the right track. However, we have also learned that we need to take a deeper dive into these topics because they will most certainly have more significance in the future.
I want to share a bit about how we got where we are today. The SFI process has been an inclusive experience - all those with equities in emergency and disaster management have been a part of the initiative We use the term “emergency management community” to define the broad-based community of practice engaged in emergency and disaster management This community, as SFI defines it, involves: Federal, state, local, and tribal emergency managers (i.e. planners, practitioners, etc.) First responders at all gov’t levels Our private sector and non-profit partners who play a critical role in response and recovery Other federal agencies that have responsibilities under the emergency support functions And academics conducting research in areas important to emergency and disaster management To date we have engaged over 800 emergency management community stakeholders in the processWe have researched specific “drivers of change” that will shape the future, and we have invited EM community members to help us in that researchWe have held conference calls and webinars on the conducted research We have both hosted and attended workshops and conferences to share the research, seek feedback on our findings, and expand the community And we have engaged online with folks to get their thoughts on what we’ve learned and how to move it forward
To implement SFI, we have focused on 3 phases, as outlined in this graphic – Environmental Scanning, Scenario Planning, and Advancing and Sustaining Foresight In the environmental scanning phase we drove toward defining and researching who or what would shape the future and engaging a broad audience to help understand these topics. We used the outputs from the research and dialogue to expand our thinking and understanding of emerging threats and opportunities, and to develop scenarios that would lead us to what our community would need to successfully operate in the future. We are now transitioning from Scenario Planning into the Advancing and Sustaining Foresight as we work to expand and share our research, help align strategies with the SFI findings and further engage our stakeholders with the SFI process.
Throughout the process, SFI has explored forces of change (i.e. drivers), plausible future operating conditions, challenges, and opportunities, and was designed to identify what the emergency management community would need to be successful regardless of what the future holds. As a result of the research and engagement we have conducted, we have made some broad observations and have begun understanding what our future landscape will present us. These observations, or insights, are a set of recurring themes that offer a sense of conditions we should consider as we build actions to meet our future needs. They are not intended as predictions of how the future will unfold; rather, they are intended to serve as a lens through which to view our future landscape and the actions we as a community will need to take to be successful. There is a full list of these insights in the report; this is a list of selected insights: The emergency management community will face increasing complexity and decreasing predictability in our operating environment, in the form of more incidents, new and unfamiliar threats, more information to analyze (but with less time to process), new players and participants, sophisticated technologies, and exceedingly high public expectations. Pressure to perform in this shifting landscape will be extraordinary. Future resource constraints are seemingly unavoidable.Whether induced by an increased need for services, a reduced capability or capacity to deliver services, or both, we will be faced with increasingly limited resources. This is an enormous challenge. Individuals, families, neighborhoods, communities, and the private sector will likely play an increasingly active role in meeting emergency management needs. The public’s ability and desire to self-organize will grow as the role of the individual, access to information, and technology evolve. Concurrently, the government will face fiscal pressures and other resource constraints. This confluence will challenge traditional emergency and disaster management roles. Trust – between the public and government – must be strengthened. Public trust is shifting from large institutions to social networks. This shift poses real challenges to emergency and disaster managers, especially in the face of changing political expectations and greater public awareness of government limitations. Since trust is so essential to successful outcomes in disasters and emergencies, we must ask ourselves how trust can be built and strengthened. The idea is that these themes, along with other findings we’ve made, will help inform and guide our collective planning efforts moving ahead.
The first step in environmental scanning was to define what driving forces of change, or Drivers, were most important to the emergency and disaster management field. To understand these Drivers, we began engaging the broad emergency management community to get a cross-section of perspectives and to begin dialogue throughout the community At a workshop conducted in March 2010, 30 individuals representing all levels of government, non-profit and business partners, and academia, came together to define the driving forces that will shape emergency and disaster management These drivers became the focus of follow-on SFI work including research papers, Webinars, conference calls, workshops, and eventually scenarios, which I will talk about a little later. Any one of these issues alone would challenge some emergency management policies and procedures. In combination, these and other forces could dramatically test the future readiness of the emergency management system as it exists today
The drivers we researched and discussed raised a number of implications that the emergency management community will have to consider moving forward. Among those implications are: Aging infrastructure will challenge response and recovery Global interdependencies raise questions about the EM Community’s role in international events and pose risks to our economic solvency Advances in technology (e.g. smartphones, tablets) allow access to information and promote a sharing rather than hierarchical information environment Finally, shifts in US demographics, including a larger and older population, one that is more diverse and is becoming more and more concentrated, poses challenges to response and recovery efforts, among others. Some of the interactions, challenges, and opportunities are some of the same things we discussed during the environmental scanning phase. We discovered complex interactions and interdependencies that needed further examination, so we turned to scenario planning as an approach to learn more about these interactions.
Scenario planning is a method to build successful strategies and plans by rigorously exploring a broad – but plausible – range of alternative operating environments (or scenarios). If you look at the top of this slide, too often when we only consider the future we try to predict, we think of a “most likely” future and develop a plan to meet that future’s challenges.The problem with this is that it’s only one potential future. And if there’s one thing we know about even the best future forecast of a complex situation, it is that its going to be very wrong in one or more important aspects. So it’s very risky to plan on the basis of a single “most likely” future. So, in SFI we followed the bottom picture - considering multiple futures and understanding what the emergency management community would need to be successful in each alternative future. The idea is then to identify those common needs that cut across all the future scenario worlds. These form the basis upon which we should be developing our strategies and plans around, because they promise to be enduring and reliable guides for investment and action NO MATTER HOW THE FUTURE ACTUALLY TURNS OUT. Members of the emergency management community customized scenarios we borrowed from USCG to make them applicable to emergency and disaster management. We hosted a scenario workshop with nearly 60 participants to discuss the alternative futures and to identify challenges, opportunities, and what the community would NEED to do their jobs in these worlds. Next, we arrived at a set of “strategic needs,” those issues or areas the EM community should address to position itself to meet future challenges and take advantage of future opportunities.
The workshop participants developed a list of 15 distinct strategic needs that applied across all the alternative future worlds. These needs are still in development; represent the main considerations for future planning; The 15 strategic needs fit into three main themes, as shown in the table 1. We will need to build and in some cases enhance our capabilities as a community Demographic shifts will require new approaches to response and recovery We will have to practice omni-directional communication, not just one or two way The public will need training and education to support a more proactive role Tight budgets and more frequent emergencies will tax resources and personnel, so we will have to leverage a volunteer capability to assist And we should embrace forward thinking as a tool to help us be more proactive, as we are doing here2. We also will need innovative models and tools to effectively serve the public Because of resource constraints, we will have to explore alternative surge models to meet demand We will need new risk management tools and processes to effectively manage risk Influencing technology to advance our capabilities will be key We will need flexible frameworks to optimize our inter-operability across borders and boundaries Fiscal and budgetary constraints will force new collaboration models around shared interests and interdependencies Unanticipated vulnerabilities in supplies and natural resources will require remediation 3. The EM community will need dynamic relationships and partnerships to meet our mission Individuals and communities must be empowered to play a greater role throughout all EM phases We will have to proactively engage the business community more and more frequently There will be an international component to further collaborate with our bordering neighbors We may need to increase collaboration with the military to augment our capacity I also made some of my own observations during the scenario workshop: Leadership can come from any place in the EM community Apply behavioral sciences to EM - what drives people's behaviors and the dynamics How we think of trust on individual, organizational, and transactional levels must be further established Organizations and individuals and putting more trust in their "networks.” Social networks act as sentinels, validators and platforms for action. There has been a shift from broken silos to transcendent disciplines; this supports flexible frameworks
The identified strategic needs also raise a number of implications that the emergency management community must consider as we begin to implement actions to meet these strategic needs: Sharing knowledge omni-directionally; meaning beyond “traditional” one-way or two-way knowledge sharing. In increasingly complex communication environments, emergency and disaster managers must communicate and share knowledge with the public AND partner with the public to learn from them Involve the entire public (including those traditionally underrepresented) in all phases of emergency and disaster management, especially as population and demographic shifts occur. This is a shift in thinking and engagement for government. Current surge models may not support future needs, and resource pressures challenge emergency management community capabilities. We will have to think creatively about how to meet our mission and employ alternative models to address gaps. Enabling flexible frameworks will require new legal and regulatory frameworks at all levels of government so that emergency and disaster managers can work across sectors We have identified some implications as a result of the workshop findings: The future resource environment will necessitate asset sharing (people and equipment) at the regional and sub-regional level The emergency management community and the public will be partners in information sharing and gathering Awareness around infrastructure vulnerabilities and remediation tactics will be critical Inclusion of traditionally underrepresented and elusive (off the grid) populations in our planning processes will be increasingly important We will have to update legal and regulatory policy to modernize frameworks and engage the public and private sectors in different ways As I mentioned earlier, the good news is that some of what we’ve discussed to date actually validates current discussions going on throughout the emergency management community, so we’re on the right track, but in order to get where we need to be in 20-30 years, we need to change our pace – it has to be faster and better. Systemic Observations: What we have learned provides us an opportunity to broaden the discussion further and to ask ourselves “Is what we are doing now sufficient to meet future needs?”, and “How might we change our approaches and mindsets to allow for a SFI-integrated planning?.” Additionally, the process has highlighted the need to expand this discussion throughout the emergency management community, beyond disciplines across sectors to enable effective collaboration that enables effective emergency and disaster management outcomes.
Finally, I’d like to discuss how we are moving the SFI forward As we move forward, we will work to advance and sustain foresight. In this phase we will: Refresh and expand our research to broaden our knowledge base and begin answering outstanding questions. Develop products such as the freshly released Crisis Response and Disaster Resilience 2030 report, that the EM community can use as they develop their future plans Begin to shape and align strategies, and implement action plans to meet the identified needs Broaden and further engage our stakeholders with online and in-person discussions Although this is the last phase highlighted, the work does not end here The vision is that this is a continual learning process and that the community engages on a consistent basis about these issues as they evolve and shift
To get involved in SFI, let me or Tim Baden know before you leave today or send an email to FEMA-OPPA-SFI@fema.gov. This will get you access to updated newsletters and SFI events. You also will be informed about new blog postings and are invited to respond. Contact Adolfo “Sonny” Trevino, SFI Project Lead or Tim Baden, SP&A Director, for more information. Or visit our Web site to learn about SFI and read the driver papers.