The document provides guidance on establishing good relations with a university administration to gain support for a solar generation project. It recommends being polite, clearly presenting the project benefits, and emphasizing savings. The administration should be made to feel involved to commit long-term. Regular communication through meetings and an environmental management committee can facilitate collaboration. Both challenges and opportunities exist depending on if the project is at a university or smaller college.
The document provides guidance for small nonprofit shops on effective fundraising. It outlines that small shops have common elements with larger ones like accountability and a development cycle. Key differences are fewer resources and reliance on philanthropic giving. It recommends small shops focus on mission critical activities like regular prospecting, cultivation, acknowledgment, and planning. Metrics like cost and time per dollar raised should guide investment in different fundraising techniques. Adding volunteers or occasional staff may help when workload increases. Overall it emphasizes prioritizing the most effective fundraising strategies within the constraints of small shop resources.
Integrating UX and evidence-based approaches to design effective youth mental...Penny Hagen
A presentation given at UXNZ 13, on integrating user experience and participatory approaches with traditional evidence-based approaches to design mental health interventions for young people.
Presentation given in collaboration with @kittyrahilly and @mariesanicholas from the Inspire Foundation in Sydney, Australia.
See full abstract & audio of the presentation
http://uxnewzealand.co.nz/uxnz-2013/integrating-ux-evidence-based-approaches/
For more info see
More info http://www.smallfire.co.nz/2014/01/25/integrating-user-experience-and-evidence-based-approaches-to-design/
San Francisco Project Pride: Lessons learnedMikael Wagner
The document provides a summary of lessons learned from Project PRIDE. Some key points include:
1) It was easier to engage individuals than entire communities, and actively engaging priority communities should have been a higher priority.
2) There was misinformation circulating in priority communities that prevented some from accessing resources.
3) Poor communication across departments and too many managers resulted in inefficiencies and difficulties achieving goals. Engaging community organizations and listening to community needs worked better.
This CoP Start-Up Kit provides a variety of resources useful to people who are interested in sponsoring or starting up a Community of Practice (CoP).
Produced by The Distance Consulting Company. http://www.nickols.us/
Original at http://www.providersedge.com/docs/km_articles/copstartupkit.pdf
1) We must let go of past grudges and bitterness by forgiving others, just as God forgave us.
2) We must accept what cannot be changed and not dwell on past grief and losses. It is better to focus on what remains rather than what is lost.
3) We must let go of past guilt by expressing it, then confessing our sins so God can forgive us and make us new.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document discusses the importance of maintaining relationships and caring for family members according to teachings from the Prophet Muhammad. It states that cutting family ties will prevent entry to paradise, and that mothers deserve the highest level of care and respect from their children. It also emphasizes showing mercy to others, treating orphans and the poor with kindness, and maintaining strong relationships between all Muslims.
Change the Conversation by Building your communitySarah Browngoetz
This document provides tips for changing an unearned bad reputation in the workplace. It suggests knowing the goals of your new workgroup and understanding how your workgroup is perceived. It also recommends building community by conveying a positive message about your expertise to others and softening "no" answers when denying requests. The document stresses the importance of knowing the researchers and their work to improve perceptions of administrative staff. The overall message is that changing established perceptions requires fixing broken processes, delivering a common positive message, and changing the conversation by building community.
The document provides guidance for small nonprofit shops on effective fundraising. It outlines that small shops have common elements with larger ones like accountability and a development cycle. Key differences are fewer resources and reliance on philanthropic giving. It recommends small shops focus on mission critical activities like regular prospecting, cultivation, acknowledgment, and planning. Metrics like cost and time per dollar raised should guide investment in different fundraising techniques. Adding volunteers or occasional staff may help when workload increases. Overall it emphasizes prioritizing the most effective fundraising strategies within the constraints of small shop resources.
Integrating UX and evidence-based approaches to design effective youth mental...Penny Hagen
A presentation given at UXNZ 13, on integrating user experience and participatory approaches with traditional evidence-based approaches to design mental health interventions for young people.
Presentation given in collaboration with @kittyrahilly and @mariesanicholas from the Inspire Foundation in Sydney, Australia.
See full abstract & audio of the presentation
http://uxnewzealand.co.nz/uxnz-2013/integrating-ux-evidence-based-approaches/
For more info see
More info http://www.smallfire.co.nz/2014/01/25/integrating-user-experience-and-evidence-based-approaches-to-design/
San Francisco Project Pride: Lessons learnedMikael Wagner
The document provides a summary of lessons learned from Project PRIDE. Some key points include:
1) It was easier to engage individuals than entire communities, and actively engaging priority communities should have been a higher priority.
2) There was misinformation circulating in priority communities that prevented some from accessing resources.
3) Poor communication across departments and too many managers resulted in inefficiencies and difficulties achieving goals. Engaging community organizations and listening to community needs worked better.
This CoP Start-Up Kit provides a variety of resources useful to people who are interested in sponsoring or starting up a Community of Practice (CoP).
Produced by The Distance Consulting Company. http://www.nickols.us/
Original at http://www.providersedge.com/docs/km_articles/copstartupkit.pdf
1) We must let go of past grudges and bitterness by forgiving others, just as God forgave us.
2) We must accept what cannot be changed and not dwell on past grief and losses. It is better to focus on what remains rather than what is lost.
3) We must let go of past guilt by expressing it, then confessing our sins so God can forgive us and make us new.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document discusses the importance of maintaining relationships and caring for family members according to teachings from the Prophet Muhammad. It states that cutting family ties will prevent entry to paradise, and that mothers deserve the highest level of care and respect from their children. It also emphasizes showing mercy to others, treating orphans and the poor with kindness, and maintaining strong relationships between all Muslims.
Change the Conversation by Building your communitySarah Browngoetz
This document provides tips for changing an unearned bad reputation in the workplace. It suggests knowing the goals of your new workgroup and understanding how your workgroup is perceived. It also recommends building community by conveying a positive message about your expertise to others and softening "no" answers when denying requests. The document stresses the importance of knowing the researchers and their work to improve perceptions of administrative staff. The overall message is that changing established perceptions requires fixing broken processes, delivering a common positive message, and changing the conversation by building community.
Design thinking is a process that focuses on empathy, collaboration, and experimentation to solve problems in a human-centered way. It begins with deep understanding of users' needs through observation and engagement to gain insights. Teams then work together to synthesize learnings and define the key issues to address. The process is iterative, testing ideas and getting feedback to develop better solutions. Design thinking provides optimism that positive change is possible through a creative approach.
This document provides guidance on establishing effective mentoring relationships. It begins with an overview of the benefits of mentorship and provides a schedule for a webinar on the topic. The webinar will discuss why mentorship is important, how to create and get started in a mentoring relationship, guidelines for successful mentoring, and next steps. It then provides tips for both mentors and mentees on roles, responsibilities, communication, and goals. The document emphasizes that mentorship requires commitment from both parties and should be a two-way learning relationship.
Employer engagement and projects presentationAbel Nyamapfene
The document summarizes research into improving employer engagement between universities and industry, specifically regarding student projects. Key findings so far include barriers to engagement such as difficulties communicating between universities and industry, a lack of awareness of each other's needs, and challenges maintaining long-term relationships. Suggestions to address these barriers include implementing a CRM system to track ongoing industry relationships, creating an informative brochure about engagement opportunities, and emphasizing clear communication at every stage of student projects. The overall aim is to produce guidance for effective industry engagement regardless of project type or stage.
Social Entrepreneurs and Social Ventures in China: A Framework and Key Succ...Collective Responsibility
Hands On China's mission is to connect volunteers in Shanghai with local charities needing assistance. It coordinates volunteer opportunities according to professionals' availability and interests, supports partners with donations and fundraising, and manages community programs with private sector partners. Cleaner Greener China is a platform highlighting sustainability issues in China and solutions with the greatest impact through research, knowledge sharing, and engaging students and the public. Social enterprises address social and environmental challenges through earned income from products/services or events/fundraising, creating both social impact and profit.
Grant Writing without Blowing a GasketBy Alicia Vandenbroek.docxwhittemorelucilla
Grant Writing without Blowing a Gasket
By Alicia Vandenbroek
WHY SHOULD I FUNDRAISE?
No one woke up this morning asking for a budget
cut, but the harsh reality is that in todays eœnomic
downturn it is becoming more and more common.
Even libraries seen as a vital pan of the educational
process are subject to reductions becatise districts are
suffering financially Just as you've been tightening
your personal finances, schools face the conundrum
of funding exceptional programs with inadequate
funding. The answer? Grants, They aren't a perfect
solution, but there is a lot of financial support
available for those who ask.
Besides the monetary gain, one commonly
overlooked reward of grant funding is campus
revitalization. This renewal comes in several forms.
Other teachers are encouraged by your success and
willing to take risks. Sometimes those risks involve
using the materials you've acquired through your
grant, and sometimes the risks involve funding
for their own creative projects. Grants typically
allow students access to a unique experience. This
experience makes them broader educationally
and usually involves a cross curricular project that
develops lifelong learning,
BEGINWITHTHEENDINMIND
Beginning a grant can seem overwhelming if you
don't break it into manageable pieces. Always start
with the end in mind. In other words, what do you
want? This can be money, supplies, experiences, and
so on. Find the best deal by pricing these items in
advance. Be honest with vendors so they know you
might not actually place an order, but work out a deal
that gets you the most value.
After you know exacdy what you want, be creative
and find a way to use those items or experiences
in a student-friendly manner that direcdy supports
curricultun. For the most part grants are geared
toward directly impacting education; therefore, your
proposal must be educationally sound. Be careful not
to over commit yourself; this is the voice of grants
gone badly talking. You don't have to build the
space shutde, just engage and educate your students.
Sometimes less really is more. Focus on your strengths
or areas you would like to become your strengths. For
example, I'm kind of a tech nerd, so a lot of times
my grants focus on Web 2,0 tools and projects. If
technology scares you (yes, I know you are out there)
then focus on a different form of grant until you have
had time to increase your technology prowess and feel
comfortable taking on more challenging projects.
Check your progress:
O What supplies, projects, or experiences do you
hope to gain?
O What classroom/library goals do those supplies,
projects, or experiences support?
0 Does the grant provide opportunities to be
successful or highlight my skills?
THE PERFECT PAIR
1 wish I could tell you that diere is a m^ical grant
out there with your name on it already , , , but you
know that doesn't even happen in fairy tales. That
said the perfect paring of grant writ ...
Sattam Al shamary
HED 6503
Mid-term Exam
Dr. Pratt
1.)Describe the changes that you believe colleges will need to make over the next 3-7 years to adapt to the following groups in order to be effective in facilitating emotional, physical, intellectual, social, and spiritual development: Homelanders, Millenial students, and Adult learners. In the next few years colleges will need to change to the learning styles of new generations such as Homelanders, Millenial students, and adult learners. Virtual assistants, flipped classrooms and the quantified self are three of the six technological developments that will have a significant impact on higher education within the next five years. Instructors have presented information by lecture since Socrates to the benefit only of linguistic learners. If you're visual or hands-on you've been teacher disabled. Helping students learn according to their learning styles and multiple intelligence preference is finally becoming accepted as an instructional strategy. Many students naturally learn how to learn when they realize they learn better from one resource or strategy over another. For many learners, this concept is too refined or it flies in the face of the teacher authority. Young children like to learn with hands-on methods, but the system quickly moves them to learn by listening. Parents try to help by pointing to smart students and suggesting that their offspring emulate the learning strategies that work for others. Following the path set by others won't work. In fact, we all learn differently. It's a wise parent and facilitative instructor who realizes this and helps the student identify their strategies to meet it. As we work extensively in technology, we see that learners now have access to a variety of instructional strategies. In many cases, the learner selects the path to the strategy. The search for knowledge becomes the learner's intrinsic reward, rather than an extrinsic reward provided by external authority. This may make the learner more motivated because they find it easier to learn. Research in learning technologies may eventually show us that students learn more quickly and deeply so that they apply the information and solve problems. A school can be in the worst neighborhood, but a satellite dish on the roof and fast Internet access on ten classroom computers, positively impacts learning. It could be that we're saving generations of children. Many learning style models exist; my favorite is Albert Canfield's. It has a strong research base, uses clear language, reports in percentiles, and helps stude.
1) David Jago and Neil Davidson offer facilitation services to help organizations tackle "wicked problems", which are complex issues resistant to usual solutions.
2) They use participatory processes and systems thinking to ensure all stakeholders' perspectives are incorporated into collaborative analysis and solutions.
3) Their approach aims to develop a collective understanding of the interconnected factors underlying wicked problems, enabling effective tailored interventions to be devised.
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
Conducting design exercises with adults with cognitive disabilities led me to reflect on ongoing challenges and identify opportunities to make participatory design more inclusive.
Engaging skills based volunteers in your organization can be both exciting and scary.
Use these quick tips to prepare your organization for success and to create a good experience for both paid and volunteer staff!
This document discusses communities of practice and how they function as informal learning systems within organizations. It defines communities of practice as groups of people who share a common concern or passion for something they do, and learn how to do it better as they interact regularly. While people belong to formal organizations, much of their learning occurs through participation in informal communities of practice made up of colleagues from various departments who collaborate regularly. These communities span organizational boundaries and hierarchies and are important knowledge resources for organizations.
ITS 832 CHAPTER 15VISUAL DECISION SUPPORT FOR POLICY MAKING.docxvrickens
ITS 832 CHAPTER 15
VISUAL DECISION SUPPORT FOR POLICY MAKING: ADVANCING POLICY ANALYSIS
WITH VISUALIZATION
INFORMATION TECHNOLOGY IN A GLOBAL ECONOMY
DR. JORDON SHAW
INTRODUCTION
• Background
• Approach
• Case Studies
• Optimization
• Social Simulation
• Urban Planning
• Conclusion
BACKGROUND
• Assessing policy options for societal problems is difficult
• Decision making methods
• Data driven
• Model driven
• Visual decision supports helps in evaluating model output
• Information visualization and visual analytics
• Makes complex results accessible to many
• Policy analysis
• Part of process aimed at solving societal problems
DATA VISUALIZATION
POLICY CYCLE
APPROACH
• Characterization of stakeholders
• Policy makers
• Policy analysts
• Modeling experts
• Domain experts
• Public stakeholders
• Bridging knowledge gaps
• With information visualization (IV)
• Cohesive view of model representation
VISUAL SUPPORT FOR POLICY ANALYSIS
APPROACH, CONT’D.
• Synergy effects of applying IV to policy analysis
• Communication - facilitated
• Complexity - reduced
• Subjectivity - reduced
• Validation - improved
• Transparency and reproducibility of results - increased
CASE STUDIES
• Optimization
• Optimization of regional energy plans considering impacts
• Environmental
• Economical
• Social
• Social Simulation
• Simulation of the impact of different policy instruments on the adoption of photovoltaic (PV) panels by
homeowners
• Urban planning
• Integration of heterogenous data sources in planning activities
SUMMARY OF CASE STUDIES
CONCLUSION
• Current model output is often difficult to understand
• Not accessible for non-specialists
• Information visualization (IV)
• Makes model output more accessible
• This paper applies IV to policy analysis
• Contributions
• Defined collaborations
• Identified hurdles
• Defined interface methodology
Running Head: PROFESSIONAL GOALS
1
PROFESSIONAL GOALS
4
Professional Goals and Objectives
Name
University Affiliation
Date
Professional Goals and Objectives
Within the parameters of the field of Children and Family affairs, I have professional goals and objectives that relate to improving my communication skills, my leadership attributes, learn of new technology, as well as gain experiences while working in teams. Through enhancing my communication skills, it will be easier to offer assistance to APS units while ensuring that I am able to conduct case reviews for the cases in point which will play a big part in monitoring the state standards as to whether they are complied with or not (Garthwait, 2017). As an extemporary intern, I can excel at receiving information from individuals and families while also providing correct responses that are clear verbally and in writing. My main objective is to be ambiguous and easy to understand.
Leadership is another professional goal that I have set so as to attain the qualities that are important in a care ...
The document provides guidance for schools on developing personal, learning and thinking skills (PLTS) in students. It discusses the six areas of the PLTS framework: independent enquirers, creative thinkers, reflective learners, team workers, self-managers, and effective participants. It directs schools to the secondary curriculum website for further resources, including case studies of how schools have embedded PLTS across their curriculums. The guidance is organized around three key questions for developing PLTS: what schools are trying to achieve, how learning will be organized, and how schools will evaluate their success in achieving aims.
At each stop on our tour, we’ll be giving a lecture presentation about how each of us as designers can work for the greater good. We know, however, that intention only goes so far; we must collectively establish best practices. When we’re designing for homelessness, health, poverty, education, and well-being, the stakes are higher than ever, with little room for half-hearted efforts.
With that in mind, we have compiled a Toolkit for both design students and educators (or really for anyone who wants to apply creative problem solving to social issues) that outlines 13 values and corresponding strategies for not just how to design for the greater good, but how to produce GREAT design for the greater good. (Note: The 13 values are derived from the Designer’s Handshake document included in our book, Design Revolution: 100 Products that Empower People).
The document provides guidance for obtaining trust funding and outlines best practices for grant applications, including having a constitution, equal opportunities policy, clear project goals and outcomes, demonstrated community need, not duplicating existing efforts, involving users, and showing value for money. Funders want to know what problem the project solves and how it will benefit the community, rather than just providing requested items. Applications should have a good fit with the funder's priorities and goals.
Participatory evaluation involves stakeholders in a project assessing and improving it from the beginning. This approach changes a project from something done to people into a partnership. Key steps are starting with understanding local culture, gaining trust over time, and training all involved. Benefits include a better understanding of needs and effects, empowering stakeholders, and increasing project effectiveness. Challenges include the time needed for involvement, trust-building, and training non-experts.
Design thinking is a process that focuses on empathy, collaboration, and experimentation to solve problems in a human-centered way. It begins with deep understanding of users' needs through observation and engagement to gain insights. Teams then work together to synthesize learnings and define the key issues to address. The process is iterative, testing ideas and getting feedback to develop better solutions. Design thinking provides optimism that positive change is possible through a creative approach.
This document provides guidance on establishing effective mentoring relationships. It begins with an overview of the benefits of mentorship and provides a schedule for a webinar on the topic. The webinar will discuss why mentorship is important, how to create and get started in a mentoring relationship, guidelines for successful mentoring, and next steps. It then provides tips for both mentors and mentees on roles, responsibilities, communication, and goals. The document emphasizes that mentorship requires commitment from both parties and should be a two-way learning relationship.
Employer engagement and projects presentationAbel Nyamapfene
The document summarizes research into improving employer engagement between universities and industry, specifically regarding student projects. Key findings so far include barriers to engagement such as difficulties communicating between universities and industry, a lack of awareness of each other's needs, and challenges maintaining long-term relationships. Suggestions to address these barriers include implementing a CRM system to track ongoing industry relationships, creating an informative brochure about engagement opportunities, and emphasizing clear communication at every stage of student projects. The overall aim is to produce guidance for effective industry engagement regardless of project type or stage.
Social Entrepreneurs and Social Ventures in China: A Framework and Key Succ...Collective Responsibility
Hands On China's mission is to connect volunteers in Shanghai with local charities needing assistance. It coordinates volunteer opportunities according to professionals' availability and interests, supports partners with donations and fundraising, and manages community programs with private sector partners. Cleaner Greener China is a platform highlighting sustainability issues in China and solutions with the greatest impact through research, knowledge sharing, and engaging students and the public. Social enterprises address social and environmental challenges through earned income from products/services or events/fundraising, creating both social impact and profit.
Grant Writing without Blowing a GasketBy Alicia Vandenbroek.docxwhittemorelucilla
Grant Writing without Blowing a Gasket
By Alicia Vandenbroek
WHY SHOULD I FUNDRAISE?
No one woke up this morning asking for a budget
cut, but the harsh reality is that in todays eœnomic
downturn it is becoming more and more common.
Even libraries seen as a vital pan of the educational
process are subject to reductions becatise districts are
suffering financially Just as you've been tightening
your personal finances, schools face the conundrum
of funding exceptional programs with inadequate
funding. The answer? Grants, They aren't a perfect
solution, but there is a lot of financial support
available for those who ask.
Besides the monetary gain, one commonly
overlooked reward of grant funding is campus
revitalization. This renewal comes in several forms.
Other teachers are encouraged by your success and
willing to take risks. Sometimes those risks involve
using the materials you've acquired through your
grant, and sometimes the risks involve funding
for their own creative projects. Grants typically
allow students access to a unique experience. This
experience makes them broader educationally
and usually involves a cross curricular project that
develops lifelong learning,
BEGINWITHTHEENDINMIND
Beginning a grant can seem overwhelming if you
don't break it into manageable pieces. Always start
with the end in mind. In other words, what do you
want? This can be money, supplies, experiences, and
so on. Find the best deal by pricing these items in
advance. Be honest with vendors so they know you
might not actually place an order, but work out a deal
that gets you the most value.
After you know exacdy what you want, be creative
and find a way to use those items or experiences
in a student-friendly manner that direcdy supports
curricultun. For the most part grants are geared
toward directly impacting education; therefore, your
proposal must be educationally sound. Be careful not
to over commit yourself; this is the voice of grants
gone badly talking. You don't have to build the
space shutde, just engage and educate your students.
Sometimes less really is more. Focus on your strengths
or areas you would like to become your strengths. For
example, I'm kind of a tech nerd, so a lot of times
my grants focus on Web 2,0 tools and projects. If
technology scares you (yes, I know you are out there)
then focus on a different form of grant until you have
had time to increase your technology prowess and feel
comfortable taking on more challenging projects.
Check your progress:
O What supplies, projects, or experiences do you
hope to gain?
O What classroom/library goals do those supplies,
projects, or experiences support?
0 Does the grant provide opportunities to be
successful or highlight my skills?
THE PERFECT PAIR
1 wish I could tell you that diere is a m^ical grant
out there with your name on it already , , , but you
know that doesn't even happen in fairy tales. That
said the perfect paring of grant writ ...
Sattam Al shamary
HED 6503
Mid-term Exam
Dr. Pratt
1.)Describe the changes that you believe colleges will need to make over the next 3-7 years to adapt to the following groups in order to be effective in facilitating emotional, physical, intellectual, social, and spiritual development: Homelanders, Millenial students, and Adult learners. In the next few years colleges will need to change to the learning styles of new generations such as Homelanders, Millenial students, and adult learners. Virtual assistants, flipped classrooms and the quantified self are three of the six technological developments that will have a significant impact on higher education within the next five years. Instructors have presented information by lecture since Socrates to the benefit only of linguistic learners. If you're visual or hands-on you've been teacher disabled. Helping students learn according to their learning styles and multiple intelligence preference is finally becoming accepted as an instructional strategy. Many students naturally learn how to learn when they realize they learn better from one resource or strategy over another. For many learners, this concept is too refined or it flies in the face of the teacher authority. Young children like to learn with hands-on methods, but the system quickly moves them to learn by listening. Parents try to help by pointing to smart students and suggesting that their offspring emulate the learning strategies that work for others. Following the path set by others won't work. In fact, we all learn differently. It's a wise parent and facilitative instructor who realizes this and helps the student identify their strategies to meet it. As we work extensively in technology, we see that learners now have access to a variety of instructional strategies. In many cases, the learner selects the path to the strategy. The search for knowledge becomes the learner's intrinsic reward, rather than an extrinsic reward provided by external authority. This may make the learner more motivated because they find it easier to learn. Research in learning technologies may eventually show us that students learn more quickly and deeply so that they apply the information and solve problems. A school can be in the worst neighborhood, but a satellite dish on the roof and fast Internet access on ten classroom computers, positively impacts learning. It could be that we're saving generations of children. Many learning style models exist; my favorite is Albert Canfield's. It has a strong research base, uses clear language, reports in percentiles, and helps stude.
1) David Jago and Neil Davidson offer facilitation services to help organizations tackle "wicked problems", which are complex issues resistant to usual solutions.
2) They use participatory processes and systems thinking to ensure all stakeholders' perspectives are incorporated into collaborative analysis and solutions.
3) Their approach aims to develop a collective understanding of the interconnected factors underlying wicked problems, enabling effective tailored interventions to be devised.
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
Conducting design exercises with adults with cognitive disabilities led me to reflect on ongoing challenges and identify opportunities to make participatory design more inclusive.
Engaging skills based volunteers in your organization can be both exciting and scary.
Use these quick tips to prepare your organization for success and to create a good experience for both paid and volunteer staff!
This document discusses communities of practice and how they function as informal learning systems within organizations. It defines communities of practice as groups of people who share a common concern or passion for something they do, and learn how to do it better as they interact regularly. While people belong to formal organizations, much of their learning occurs through participation in informal communities of practice made up of colleagues from various departments who collaborate regularly. These communities span organizational boundaries and hierarchies and are important knowledge resources for organizations.
ITS 832 CHAPTER 15VISUAL DECISION SUPPORT FOR POLICY MAKING.docxvrickens
ITS 832 CHAPTER 15
VISUAL DECISION SUPPORT FOR POLICY MAKING: ADVANCING POLICY ANALYSIS
WITH VISUALIZATION
INFORMATION TECHNOLOGY IN A GLOBAL ECONOMY
DR. JORDON SHAW
INTRODUCTION
• Background
• Approach
• Case Studies
• Optimization
• Social Simulation
• Urban Planning
• Conclusion
BACKGROUND
• Assessing policy options for societal problems is difficult
• Decision making methods
• Data driven
• Model driven
• Visual decision supports helps in evaluating model output
• Information visualization and visual analytics
• Makes complex results accessible to many
• Policy analysis
• Part of process aimed at solving societal problems
DATA VISUALIZATION
POLICY CYCLE
APPROACH
• Characterization of stakeholders
• Policy makers
• Policy analysts
• Modeling experts
• Domain experts
• Public stakeholders
• Bridging knowledge gaps
• With information visualization (IV)
• Cohesive view of model representation
VISUAL SUPPORT FOR POLICY ANALYSIS
APPROACH, CONT’D.
• Synergy effects of applying IV to policy analysis
• Communication - facilitated
• Complexity - reduced
• Subjectivity - reduced
• Validation - improved
• Transparency and reproducibility of results - increased
CASE STUDIES
• Optimization
• Optimization of regional energy plans considering impacts
• Environmental
• Economical
• Social
• Social Simulation
• Simulation of the impact of different policy instruments on the adoption of photovoltaic (PV) panels by
homeowners
• Urban planning
• Integration of heterogenous data sources in planning activities
SUMMARY OF CASE STUDIES
CONCLUSION
• Current model output is often difficult to understand
• Not accessible for non-specialists
• Information visualization (IV)
• Makes model output more accessible
• This paper applies IV to policy analysis
• Contributions
• Defined collaborations
• Identified hurdles
• Defined interface methodology
Running Head: PROFESSIONAL GOALS
1
PROFESSIONAL GOALS
4
Professional Goals and Objectives
Name
University Affiliation
Date
Professional Goals and Objectives
Within the parameters of the field of Children and Family affairs, I have professional goals and objectives that relate to improving my communication skills, my leadership attributes, learn of new technology, as well as gain experiences while working in teams. Through enhancing my communication skills, it will be easier to offer assistance to APS units while ensuring that I am able to conduct case reviews for the cases in point which will play a big part in monitoring the state standards as to whether they are complied with or not (Garthwait, 2017). As an extemporary intern, I can excel at receiving information from individuals and families while also providing correct responses that are clear verbally and in writing. My main objective is to be ambiguous and easy to understand.
Leadership is another professional goal that I have set so as to attain the qualities that are important in a care ...
The document provides guidance for schools on developing personal, learning and thinking skills (PLTS) in students. It discusses the six areas of the PLTS framework: independent enquirers, creative thinkers, reflective learners, team workers, self-managers, and effective participants. It directs schools to the secondary curriculum website for further resources, including case studies of how schools have embedded PLTS across their curriculums. The guidance is organized around three key questions for developing PLTS: what schools are trying to achieve, how learning will be organized, and how schools will evaluate their success in achieving aims.
At each stop on our tour, we’ll be giving a lecture presentation about how each of us as designers can work for the greater good. We know, however, that intention only goes so far; we must collectively establish best practices. When we’re designing for homelessness, health, poverty, education, and well-being, the stakes are higher than ever, with little room for half-hearted efforts.
With that in mind, we have compiled a Toolkit for both design students and educators (or really for anyone who wants to apply creative problem solving to social issues) that outlines 13 values and corresponding strategies for not just how to design for the greater good, but how to produce GREAT design for the greater good. (Note: The 13 values are derived from the Designer’s Handshake document included in our book, Design Revolution: 100 Products that Empower People).
The document provides guidance for obtaining trust funding and outlines best practices for grant applications, including having a constitution, equal opportunities policy, clear project goals and outcomes, demonstrated community need, not duplicating existing efforts, involving users, and showing value for money. Funders want to know what problem the project solves and how it will benefit the community, rather than just providing requested items. Applications should have a good fit with the funder's priorities and goals.
Participatory evaluation involves stakeholders in a project assessing and improving it from the beginning. This approach changes a project from something done to people into a partnership. Key steps are starting with understanding local culture, gaining trust over time, and training all involved. Benefits include a better understanding of needs and effects, empowering stakeholders, and increasing project effectiveness. Challenges include the time needed for involvement, trust-building, and training non-experts.
Similar to How to establish good relationships (20)
This document provides a personal testimony from Sébastien about their experience using the "restraint, efficiency, renewable energy" guide from Solar Generation to make their university campus more sustainable. They found the approach clear and logical. First, they reduced energy consumption through education. Then, an energy audit identified efficiency improvements. While restraint and efficiency were easier, renewable projects require more investment but are still worthwhile. Sébastien recommends taking a holistic approach and utilizing Solar Generation's resources.
This document provides ideas for organizing engaging events to raise awareness about sustainability issues like climate change and energy efficiency. It suggests a variety of event types like conferences, fundraising activities, and celebrations of achievements. Specific event ideas are also listed, such as using solar powered equipment, hosting film screenings or debates, organizing games and competitions, and staging symbolic demonstrations. The overall message is that events should be fun, interactive, and help unite the project team and campus community around sustainability goals.
This document provides guidance on how to effectively speak to the media. It recommends appointing a spokesperson and media coordinator to handle press inquiries. The spokesperson should be prepared to clearly and concisely communicate the key messages and purpose of an event in a 30-second soundbite. Journalists should be contacted in advance and provided with any relevant photos, press releases, or interview opportunities. When speaking to the media, the spokesperson needs to remain confident, clear, and in control of the interview by staying on message and using simple, engaging language.
This document provides tips for organizing a successful event. It recommends defining clear goals for the event that are targeted towards a specific audience. It also suggests recruiting volunteers to take on key roles like administration, logistics, and communications. Finally, it emphasizes the importance of planning the event well in advance, with consideration given to timing, location, required permits, and promotion strategies. The overall message is that proper preparation, goal setting, and delegation of responsibilities are essential for organizing an effective event.
The document provides guidance on finding funding for associations, including different types of financial assistance. It discusses government grants, university funding, private funding sources like sponsors and foundations. It also outlines steps to take like analyzing your project's needs, researching funding options, making contacts, preparing applications, following up and analyzing responses. The testimony highlights experiences raising funds through small events and applying for grants to cover costs of awareness campaigns and installing solar panels at a university.
1. T O o d
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iver sity
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www.solargeneration.org
2. ? ?
HOW TO
?
K ESTABLISH GOOD RELATIONS WITH
THE UNIVERSITY ADMINISTRATION
Ah, relationships with the governing body of your college or your university...
now there's a tricky subject, but one which is essential to the success of your
project. Actually, they are the decision-makers, so you are going to have to
manage relations with these partners in a way that subtly combines tact and
tenacity. They are not your enemies but are in fact your partners: long-term
partners, on whom your project depends totally, from a financial point of view.
This is why you need to see to it that the administration feels involved
and decides to commit itself. The future of your Solar Generation project
depends on it!
1.THE BASIC PRINCIPLES OF
COMMUNICATION
1. Be polite.
2. Present yourselves clearly, making yourselves of value to them -
you have to be indispensable!
3. Explain your project well, in a clear and well-argued manner:
It’s not just one student project among many, it’s a radical change;
You are part of a network of student organisations, you have the benefit
of suitable professional contacts (contacts from the design office, guides
from other campuses etc.);
Through your organisation you will commit to this project both time and
money, by means of seeking grants. That’s your “added value”;
You are close to the students and are better placed to lead campaigns
to raise awareness and communicate issues;
Solar Generation benefits everyone on campus - less greenhouse gas,
but also less money thrown down the drain. Emphasise the savings that
the university or college could make by carrying out this project.
3. 2. THE PRACTICE
BEFOREHAND
Nominate someone within your organisation to be your regular contact with
the administration.
Find out about the different departments within the university and identify
those with which you should collaborate (closely or loosely). You can draw an
organisation chart to help you to understand the relationships between the
different departments, the hierarchy. This will show you who to contact first
and who are the decision-makers.
Try to find out about existing relations between the departments and also
between the staff of different departments. Sometimes feelings of
competition, jealousy or, conversely, friendship between key personnel can
act in your favour; learn to identify these in advance.
FIRST CONTACT
Write a letter to the administration, taking into account the points mentioned
above (be polite, present your organisation and your project in a clear, well
thought-out fashion). Your letter must not reveal everything; hold back some
details that you can explain at your first meeting. See Factsheet – Form Letter to
the Administration.
You could also start by contacting the technical services department to
explain to them that you are running a project on energy saving
measures at the university and you would like to obtain some
information beforehand. Acting nonchalant is a good way of an
establishing contact with them without putting them under design
u canational chart
Yo niz
any pressure, and to get the chance to show the
orga derstand the n the
e
seriousness of your project. They need to understand that to un ions betwetments
it’s a student initiative, by a motivated group, and that you relat rent depar
want to include them in the process. diffe
The fact that the project forms part of your coursework
can also be a means of reassuring them. You can then
begin getting to know them and start to glean
information about the workings of your university or
college, which will help you to progress with objectives
that are more precise and suited to the situation.
If possible, surround yourselves with professionals who
support your project. This could be an expert in the field
of energy, or a teacher/lecturer that is already involved in
this area. The more support you have, the more credibility
you carry.
4. You can also find a way to show that your project reflects the general will of
all the students on your campus (by means of an amicable petition) so that it
becomes a necessity, even an obligation.
MAKE THE RELATIONS LAST
Listen to the staff in the administration and technical services. They can give
you information, get round restrictions and guide your research. They can
help you to identify obstacles and to narrow down your objectives so
that they are better suited to the specific circumstances of
- your campus.
your ,
lowfooledthe
’t al
Donf to be eck if d are
Don’t let them push you around though. Always clarify
things as much as possible. You are running this project,
sel ays chu hear e you are there as a negotiator, as their equal. Don’t present
alwngs yo possibl yourselves as obedient pupils but as true project leaders.
thi tually Always show that you are of value, that you know what you are
ac
talking about, that your project is coherent and structured and that you have
the legitimate right to defend it.
N.B. This is why your objectives must be clearly defined, have fixed time-
scales, and be backed up by figures, and why you must continually hammer
them home without being distracted! See Factsheet – Define your Objectives.
The best thing to do to communicate with the administration regularly,
officially and calmly is to create an Environmental Management Committee
(see Factsheet – EMC). This is comprised of the various interested parties and
takes communal decisions, taking into account the circumstances and
restrictions of the different parties. In this way you can ask to have a say in the
decisions that affect your project.
In any case, it’s best if you can arrange to have regular meetings with the
administration. However, if they don’t honour you with their presence, if the
meetings are too far apart or if it seems impossible to set up an EMC, why
don’t you organise an event to force them to establish relations with you? (See
Guide – How to organise an event.)
This will be a chance to bring together campus students and staff and to have
a more informal discussion. You can use this to let them know how
disappointed you are with their lack of communication. Explain to them how
this is paralysing your project and how you want to establish long-term
relations with the administration and collaborate with them on the issue of
Solar Generation. Several events that come under the heading of fun are
also suitable for bringing people closer together: organic dinners,
workshops, exhibitions…
5. COLLEGE OR UNIVERSITY?
There are big differences in relations with the administration depending on
the size of your institution and its status. There are notable differences
between colleges and universities, although sometimes the features that are
advantages and disadvantages for one can equally apply to the other (a
college can have a huge campus and lots of students, a university can have
many contacts to exploit and a governing body that is easy to contact and
readily available). In general the governing body has many different things to
manage so you must play your cards right if you want to be actively
supported. To simplify:
UNIVERSITY COLLEGE
Difficult to contact / contacts more Easy to contact / contacts easier to
difficult to identify. identify.
Anonymous. Everyone knows everyone / easier
Several kinds of site and buildings. to have personal and regular
Several electricity contracts / contact.
managed with other universities / Often only one building or a very
shares buildings. small campus.
Little financial freedom. One electricity contract.
Few or no partnerships with Depends on the college, often
business. business schools have more
Small address book. financial scope and are better
More areas of specialisation, more placed to support or even
diverse support (lecturers, research encourage student projects.
and teaching units…) Partnerships with businesses for
Less well-known, dependent on the student placements / can be useful
university. to the project.
Students have more autonomy, Large address book.
easier to adopt a project. One limited area of teaching.
Student organisations enjoy little or More well-known, more easily
no support. identifiable, more power.
Students are often “mentored”, less
flexibility to take on projects.
Setting up or joining an
organisation is practically part of
the educational process.
6. So you can see that relations with the administration of
a college are often easier than with that of a
st of
the mo
university. It is often the case that students of a
make eputation od off college feel more supported and less held back by
the r college aou n typical administrative obstacles: slowness, no
yourhe tools y . transparency in relations, lack of communication,
all t available down time… as a result the administration of a college
hav e
seems more dynamic. Indeed, the student population is
often smaller which facilitates management and personalised
contact with every student or organisation.
So, make the most of the reputation of your college and of all the tools you
have available. On the other hand, don’t be discouraged if the atmosphere at
your university does not seem suitable for your project or if you feel you are
not supported, have patience and you will succeed in moving things along. Do
not forget your strong point - university students are often more easily
mobilised, they will be willing to support your initiative, and you will be able to
use this support to your advantage in dealings with the administration.
SUMMARY
TIP 1. In short, you need to formalise
6 Suggest good ideas
to your contacts whilst
relations with the governing body;
creating an EMC is the ultimate aim
giving the impression that of this process.
actually it was their idea.
2. Prior to this, find out how the
This is a very good way to
administration functions, the levels of
get them to adopt ideas and
hierarchy, the names and contacts
defend them fiercely to other
within the different departments.
departments/participants!
Draw up a contact sheet.
3. Then, organise regular meetings with the various interested parties. Try to
become an integral part of the team of decision-makers, having a say in the
decisions concerning energy and buildings. Your organisation must play a
specific role.
4. In order to do this you will need to gain recognition and credibility. This will
be the result of your work and of your capacity to make your work visible by
organising events and meetings.
5. Be clear, communicative, both firm and cooperative. The harder you work
on your project, the more your self-confidence will grow and the better you will
be at putting it into words.
6. Within your organisation it’s the job of the nominated representative for
relations with the administration to follow up with your contacts within the
university. They must make the effort to maintain regular contact with
members of the administration. Their role is to communicate and negotiate
7. with these partners. They can make an assessment of the state of relations
between your organisation and the administration and come up with a
communications plan to improve these relations.
7. If there’s a crisis, don’t get discouraged. Continue to push your project
forward and to keep the administration informed (send letters, telephone…).
The more you are open and clear with the administration, the more they will
be with you.
8. Communicate and use powers of persuasion. You must convince the
administration of the value of your project.
NEXT…
Have your chancellor/president or other influential person sign a Green
Campus Charter. This should be reviewed each year and set targets that are
more and more ambitious and specific. It will allow you to establish long-term
relations and set in stone your Solar Generation project. See Factsheet –
Charter of Commitment.
Laying the groundwork for good relations with the administration will make it
easier to hand over your project to future members of your organisation. Your
role is to sow the seeds of Solar Generation so that everyone can enjoy the
harvest. Remember, the more you can mobilise the various groups on
campus, the more involved they will feel and the longer the support for your
project will be maintained.
8. TESTIMONY
THOMAS, FORMER LEADER OF
THE SOLAR GENERATION PROJECT
IN STRASBOURG:
« I was involved in setting
up the Solar Generation
project in Strasbourg, as leader of
the project. At the start, we were
just a group of friends in the same
year that wanted to take some
kind of action within the university.
At the start things were a bit difficult due to our total ignorance of the university and
how it worked. We had problems finding good people to represent us, and this led
to some disappointments. But once the first step had been taken, the adminis-
tration gave us a proper hearing. Now that we have succeeded in showing that our
undertaking deserves to be taken seriously, dialogue between the two parties
(university and association) is going really well.
This successful initial contact with the administration was in fact our main
Greenpeace International Ottho Heldringstraat 5 1066 AZ Amsterdam Netherlands
achievement in the first year. It is absolutely essential to establish a relationship of
trust in the first instance, otherwise discussion is impossible. Given the size of the
university, this was not an easy task.
This partnership with the university admin was formalised by the signing of a
charter, which, while not implying any major commitment for the university, did at
least make them aware of environmental issues and of our desire for the university
to get involved on a more practical level.
Printed on 100% post consumer recycled chlorine-free paper
We have now succeeded in becoming known and recognised by the full range of
university departments, and I think we can say that our association has become
an essential part of campus life! »
www.solargeneration.org