This document discusses knowledge mobilization and its role in maximizing the economic, social, and environmental impacts of research. It defines knowledge mobilization as supporting engaged scholarship from inception to impact. A framework is presented showing how dissemination, uptake, implementation, and co-production can lead to outcomes and impacts. Examples mentioned include a hot weather response plan in Toronto and a study describing knowledge mobilization processes.
Doing Research is a unique program launched by the Global Development Network (GDN), that contributes to a better objective assessment of research systems for social sciences in developing countries, to expose weaknesses and shortcomings that can be addressed through research policy and programs.
Find out more about Doing Research at www.gdn.int/doingresearch
The document discusses changes needed to integrate learning from an NA & WA Flagship group into regional flagship programs (FPs) to successfully implement a collaborative research program (CRP) by 2016. It identifies several areas that need to change: 1) adopting a systems approach including developing community action plans, 2) selecting site coordinators familiar with systems approaches and training researchers, 3) changing mindsets to be more systems-oriented and integrating biophysical and socioeconomic research, 4) implementing large-scale experiments and bio-economic modeling, 5) conducting synthesis research across sites and thematic areas, 6) improving knowledge management and communication, 7) strengthening partnerships for impact, 8) scaling up and out through maps and projections, and 9
Program management involves managing related projects to achieve strategic goals, while project management techniques are used to manage scope, quality, time, cost, risk, and other elements through a project's lifecycle. Effective communication is critical, as 56% of $135 million in risk for every $1 billion spent on projects is due to ineffective communication. Developing communication strategies, managing information flow, and creating awareness are important for maintaining stakeholder expectations and ensuring project success and productivity through team collaboration.
Presentation given during a RiPPLE Consortium Advisory Group meeting to present past and current comms work and introduce the participants to the upcoming challenges and perspectives
This document discusses knowledge mobilization and its role in maximizing the economic, social, and environmental impacts of research. It defines knowledge mobilization as supporting engaged scholarship from inception to impact. A framework is presented showing how dissemination, uptake, implementation, and co-production can lead to outcomes and impacts. Examples mentioned include a hot weather response plan in Toronto and a study describing knowledge mobilization processes.
Doing Research is a unique program launched by the Global Development Network (GDN), that contributes to a better objective assessment of research systems for social sciences in developing countries, to expose weaknesses and shortcomings that can be addressed through research policy and programs.
Find out more about Doing Research at www.gdn.int/doingresearch
The document discusses changes needed to integrate learning from an NA & WA Flagship group into regional flagship programs (FPs) to successfully implement a collaborative research program (CRP) by 2016. It identifies several areas that need to change: 1) adopting a systems approach including developing community action plans, 2) selecting site coordinators familiar with systems approaches and training researchers, 3) changing mindsets to be more systems-oriented and integrating biophysical and socioeconomic research, 4) implementing large-scale experiments and bio-economic modeling, 5) conducting synthesis research across sites and thematic areas, 6) improving knowledge management and communication, 7) strengthening partnerships for impact, 8) scaling up and out through maps and projections, and 9
Program management involves managing related projects to achieve strategic goals, while project management techniques are used to manage scope, quality, time, cost, risk, and other elements through a project's lifecycle. Effective communication is critical, as 56% of $135 million in risk for every $1 billion spent on projects is due to ineffective communication. Developing communication strategies, managing information flow, and creating awareness are important for maintaining stakeholder expectations and ensuring project success and productivity through team collaboration.
Presentation given during a RiPPLE Consortium Advisory Group meeting to present past and current comms work and introduce the participants to the upcoming challenges and perspectives
The document summarizes strategies used by the MEASURE Evaluation project to disseminate and promote the use of results from evaluations of orphan and vulnerable children (OVC) programs. A comprehensive data use strategy involved stakeholders throughout the research process to ensure collection of relevant data and uptake of findings. Key results were packaged and disseminated in various formats to diverse audiences. Workshops with OVC program staff and national stakeholders in Tanzania facilitated discussion of findings and development of action plans to apply results for program improvement and decision-making.
This document serves as a guide for applying the Sport for
Development (S4D) framework described in the report “Playing
the Game: A framework for successful child-focused sport for
development programmes”.
The framework can be used as a starting point for designing a
new programme, to guide the expansion of an existing one into
new locations, or to improve and re-organize specific
programmatic and organizational aspects.
The framework follows the different phases of a programme
and their respective components, and recommends best
practices (see Figure 1). For each component of each
programming stage, this toolkit offers practitioners guiding
questions and practical recommendations.
USAID Goals and Objectives for MEASURE Evaluation Phase II (2004-2008)MEASURE Evaluation
USAID redesigned its MEASURE program for 2004-2008 in response to lessons learned from the previous phase. The redesign incorporated data use directly into MEASURE/DHS and MEASURE/Evaluation by eliminating the separate MEASURE/Communication component. The priorities for MEASURE Phase II were improving data demand and utilization, training and capacity building, and collaboration and coordination to better support research and development.
The document outlines the responsibilities of a Station Manager/Program Director for a public radio station. The Director is responsible for the overall direction and operation of the station, providing a vision and strategy focused on community service. Key responsibilities include developing programming to meet community needs, creating and monitoring the budget, ensuring cohesive delivery of content aligned with the station's values, and effectively communicating the vision to major stakeholders.
The document summarizes communication approaches and achievements of the HSAD project from 2013-2014. It discusses engaging key audiences such as government partners, farmers, and decision makers. Tactics included project work, engaging decision makers, informing international stakeholders, and social media. Over 60 articles and case studies were posted online. Newsletters reached 1000 people and social media engaged over 4600 people. The project website had over 6000 views. The project produced extension materials and manuals and captured learning for future use through documentation on the website.
The document discusses an innovative vision for liaison services in an academic health sciences library. It outlines several areas for innovation, including technologies, services, collections, outreach/marketing, and relationships/collaboration. Some specific innovations proposed are utilizing tools like PubMed, developing subject-specific wikis and readers, building an integrated podcast/video repository, and maintaining visibility through various in-person and virtual channels to foster effective relationships and collaboration. The document emphasizes the importance of both innovative approaches and traditional in-person liaison services.
The document discusses internal communications strategies at CIAT. It outlines three focus areas: engaging donors and partners, fostering teamwork internally, and promoting research uptake. The internal communications strategy vision includes researchers integrating disciplines and understanding eco-efficiency principles. Priorities include making staff familiar with CIAT's strategy and creating a joint project proposal and new intranet site. Knowledge management in research aims to plan research participatorily and share information accessibly.
The document discusses lessons learned about teaching students information literacy skills through Maine's laptop initiative. It emphasizes that research is a process that must be explicitly taught and involves finding resources, gathering information, citing sources, organizing data, and creating a final product. Collaboration with library media specialists is important for assessing students' research skills.
Strengthening Monitoring and Evaluation System in Multifaceted EnvironmentMEASURE Evaluation
MEASURE Evaluation provided technical assistance to strengthen Nigeria's monitoring and evaluation systems for its HIV/AIDS programs. Key gaps included a lack of M&E professionals, standardized tools, and data quality. MEASURE Evaluation helped develop the Nigeria National Response Information Management System and tools for patient monitoring. It also provided capacity building workshops. This multifaceted approach helped the government use data to allocate resources and harmonize monitoring systems, showing that long-term, sustainable support is needed to institutionalize M&E.
Presentation by Kris Eale for 2019 AfrEA Strand: Equity in evaluation
Where are beneficiaries’ voices when evaluating the effectiveness of community programmes?
Khal Sadiq - Projects, Posters and RoadshowsKhal Sadiq
1) The document discusses three continuous improvement projects the author worked on at Pfizer in the UK. The first two projects aimed to speed up quality control processes for large safety documents by identifying which document areas had the most findings and only focusing quality control on high-risk areas.
2) The second project involved attending meetings in New York to help with the Global Quality Redesign process and network with US colleagues, resulting in new collaboration software.
3) The third project in 2008 was part of a global initiative to standardize SOPs across sites by converting over half to standard operating instructions and incorporating or removing others.
Collective action through a ‘Communities of Practice’ approach: improving pos...ILRI
The document discusses using communities of practice to facilitate collective action in agricultural research following crises. It describes communities of practice as groups that share a domain of interest and learn from each other through joint activities and discussions. Key characteristics include developing shared experiences and tools. Communities of practice can enhance capabilities by enabling practitioners to collectively manage knowledge and creating direct links between learning and job performance. Factors for success include having a strategically relevant shared domain, visible management support, adequate resources, and involvement of experts in the domain of practice. The document raises questions about whether communities of practice are suitable for facilitating collective action in this context and if adaptation is needed.
Project communication involves exchanging project information between parties to foster understanding. Effective communication is critical to a project's success. Project managers are responsible for developing a communication plan that identifies who needs what information, when, and how it will be distributed. The plan helps distribute data to stakeholders and archive records according to retention policies.
Broadening conservation engagement through grassroots organizationsMarWilk
How do you engage with the public to benefit nature conservation? Learn some simple guidelines and find links and references to more in-depth exploration in this presentation from the North American Congress for Conservation Biology, held in Missoula, Montana July 2014.
Humanitarian advocacy aims to influence policies and actions that better address the needs of vulnerable populations. It encompasses efforts made before, during, and after crises to protect rights and access to assistance. Advocacy goals include ensuring respect for humanitarian principles, protecting affected communities, and supporting an effective humanitarian system. Advocacy approaches can be direct with policymakers or indirect by building public support. Strategies consider objectives, target audiences, appropriate messages and tactics, and monitoring frameworks. Challenges to advocacy include balancing operational risks with speaking out, and representing population needs amid crowded policy environments.
The document discusses implementing the principles of the Paris Declaration for research for health systems. It recommends developing indicators to assess the intended and unintended outcomes and impact of implementation. Partner countries and donors should share assessment results and adapt strategies accordingly to maximize countries' benefits.
Ipsos Global Affairs and Impact Assessment introGeorge Tilesch
Impact Assessment — Enabling clients of all kinds - from small NGOs to large multinational corporations — to determine the right social investment, whether the investment is being delivered effectively, and the impact of the investment on their beneficiaries and their organizations.
Ariel Engelland is a Future Sales Leader Intern in the Midwest Region located in Saint Louis, MO. Their manager is Jeff Kimes. The document outlines Ariel's agenda to certify 18 small format accounts by leading 3 Route Sales Representatives to success. It also discusses accountability, communication, relationships, and community outreach. Jeff Kimes praises Ariel for facilitating a best-in-class outreach event that allowed them to develop partnerships and a pipeline of qualified candidates. The document concludes with topics around interviewing from an employer's perspective and collaborating with a multi-generational workforce.
The document summarizes strategies used by the MEASURE Evaluation project to disseminate and promote the use of results from evaluations of orphan and vulnerable children (OVC) programs. A comprehensive data use strategy involved stakeholders throughout the research process to ensure collection of relevant data and uptake of findings. Key results were packaged and disseminated in various formats to diverse audiences. Workshops with OVC program staff and national stakeholders in Tanzania facilitated discussion of findings and development of action plans to apply results for program improvement and decision-making.
This document serves as a guide for applying the Sport for
Development (S4D) framework described in the report “Playing
the Game: A framework for successful child-focused sport for
development programmes”.
The framework can be used as a starting point for designing a
new programme, to guide the expansion of an existing one into
new locations, or to improve and re-organize specific
programmatic and organizational aspects.
The framework follows the different phases of a programme
and their respective components, and recommends best
practices (see Figure 1). For each component of each
programming stage, this toolkit offers practitioners guiding
questions and practical recommendations.
USAID Goals and Objectives for MEASURE Evaluation Phase II (2004-2008)MEASURE Evaluation
USAID redesigned its MEASURE program for 2004-2008 in response to lessons learned from the previous phase. The redesign incorporated data use directly into MEASURE/DHS and MEASURE/Evaluation by eliminating the separate MEASURE/Communication component. The priorities for MEASURE Phase II were improving data demand and utilization, training and capacity building, and collaboration and coordination to better support research and development.
The document outlines the responsibilities of a Station Manager/Program Director for a public radio station. The Director is responsible for the overall direction and operation of the station, providing a vision and strategy focused on community service. Key responsibilities include developing programming to meet community needs, creating and monitoring the budget, ensuring cohesive delivery of content aligned with the station's values, and effectively communicating the vision to major stakeholders.
The document summarizes communication approaches and achievements of the HSAD project from 2013-2014. It discusses engaging key audiences such as government partners, farmers, and decision makers. Tactics included project work, engaging decision makers, informing international stakeholders, and social media. Over 60 articles and case studies were posted online. Newsletters reached 1000 people and social media engaged over 4600 people. The project website had over 6000 views. The project produced extension materials and manuals and captured learning for future use through documentation on the website.
The document discusses an innovative vision for liaison services in an academic health sciences library. It outlines several areas for innovation, including technologies, services, collections, outreach/marketing, and relationships/collaboration. Some specific innovations proposed are utilizing tools like PubMed, developing subject-specific wikis and readers, building an integrated podcast/video repository, and maintaining visibility through various in-person and virtual channels to foster effective relationships and collaboration. The document emphasizes the importance of both innovative approaches and traditional in-person liaison services.
The document discusses internal communications strategies at CIAT. It outlines three focus areas: engaging donors and partners, fostering teamwork internally, and promoting research uptake. The internal communications strategy vision includes researchers integrating disciplines and understanding eco-efficiency principles. Priorities include making staff familiar with CIAT's strategy and creating a joint project proposal and new intranet site. Knowledge management in research aims to plan research participatorily and share information accessibly.
The document discusses lessons learned about teaching students information literacy skills through Maine's laptop initiative. It emphasizes that research is a process that must be explicitly taught and involves finding resources, gathering information, citing sources, organizing data, and creating a final product. Collaboration with library media specialists is important for assessing students' research skills.
Strengthening Monitoring and Evaluation System in Multifaceted EnvironmentMEASURE Evaluation
MEASURE Evaluation provided technical assistance to strengthen Nigeria's monitoring and evaluation systems for its HIV/AIDS programs. Key gaps included a lack of M&E professionals, standardized tools, and data quality. MEASURE Evaluation helped develop the Nigeria National Response Information Management System and tools for patient monitoring. It also provided capacity building workshops. This multifaceted approach helped the government use data to allocate resources and harmonize monitoring systems, showing that long-term, sustainable support is needed to institutionalize M&E.
Presentation by Kris Eale for 2019 AfrEA Strand: Equity in evaluation
Where are beneficiaries’ voices when evaluating the effectiveness of community programmes?
Khal Sadiq - Projects, Posters and RoadshowsKhal Sadiq
1) The document discusses three continuous improvement projects the author worked on at Pfizer in the UK. The first two projects aimed to speed up quality control processes for large safety documents by identifying which document areas had the most findings and only focusing quality control on high-risk areas.
2) The second project involved attending meetings in New York to help with the Global Quality Redesign process and network with US colleagues, resulting in new collaboration software.
3) The third project in 2008 was part of a global initiative to standardize SOPs across sites by converting over half to standard operating instructions and incorporating or removing others.
Collective action through a ‘Communities of Practice’ approach: improving pos...ILRI
The document discusses using communities of practice to facilitate collective action in agricultural research following crises. It describes communities of practice as groups that share a domain of interest and learn from each other through joint activities and discussions. Key characteristics include developing shared experiences and tools. Communities of practice can enhance capabilities by enabling practitioners to collectively manage knowledge and creating direct links between learning and job performance. Factors for success include having a strategically relevant shared domain, visible management support, adequate resources, and involvement of experts in the domain of practice. The document raises questions about whether communities of practice are suitable for facilitating collective action in this context and if adaptation is needed.
Project communication involves exchanging project information between parties to foster understanding. Effective communication is critical to a project's success. Project managers are responsible for developing a communication plan that identifies who needs what information, when, and how it will be distributed. The plan helps distribute data to stakeholders and archive records according to retention policies.
Broadening conservation engagement through grassroots organizationsMarWilk
How do you engage with the public to benefit nature conservation? Learn some simple guidelines and find links and references to more in-depth exploration in this presentation from the North American Congress for Conservation Biology, held in Missoula, Montana July 2014.
Humanitarian advocacy aims to influence policies and actions that better address the needs of vulnerable populations. It encompasses efforts made before, during, and after crises to protect rights and access to assistance. Advocacy goals include ensuring respect for humanitarian principles, protecting affected communities, and supporting an effective humanitarian system. Advocacy approaches can be direct with policymakers or indirect by building public support. Strategies consider objectives, target audiences, appropriate messages and tactics, and monitoring frameworks. Challenges to advocacy include balancing operational risks with speaking out, and representing population needs amid crowded policy environments.
The document discusses implementing the principles of the Paris Declaration for research for health systems. It recommends developing indicators to assess the intended and unintended outcomes and impact of implementation. Partner countries and donors should share assessment results and adapt strategies accordingly to maximize countries' benefits.
Ipsos Global Affairs and Impact Assessment introGeorge Tilesch
Impact Assessment — Enabling clients of all kinds - from small NGOs to large multinational corporations — to determine the right social investment, whether the investment is being delivered effectively, and the impact of the investment on their beneficiaries and their organizations.
Ariel Engelland is a Future Sales Leader Intern in the Midwest Region located in Saint Louis, MO. Their manager is Jeff Kimes. The document outlines Ariel's agenda to certify 18 small format accounts by leading 3 Route Sales Representatives to success. It also discusses accountability, communication, relationships, and community outreach. Jeff Kimes praises Ariel for facilitating a best-in-class outreach event that allowed them to develop partnerships and a pipeline of qualified candidates. The document concludes with topics around interviewing from an employer's perspective and collaborating with a multi-generational workforce.
Knowledge mobilization aims to maximize the impacts of university research beyond academia. It helps make research useful to society by supporting engaged scholarship from inception to impact. A framework for knowledge mobilization involves dissemination, uptake, implementation and co-production which can lead to outcomes and impacts.
This document appears to be a floor plan for the Hilton Garden Inn located at 326 West 37th Street in New York, NY. It was drawn by William Jones and includes labels for various rooms of the hotel indicating their use (e.g. fitness room, restrooms, breakroom, electrical room) and their occupancy capacities.
The document describes an app called Londonguide that allows users to download information about London, view their Twitter and Facebook timelines, read a newspaper, and access multiple webpages of content within the app before returning to the main app page.
This document provides information about A Spoonful O' Honey Theater Company, a nonprofit organization founded in 2009 with the mission of preserving African American cultural heritage through live theater. The summary is as follows:
A Spoonful O' Honey Theater Company was founded in 2009 by Lisa Rachel Harris to preserve African American cultural heritage through live theater performances. The company puts on a regular season from summer to fall and also operates a performing arts camp for children. It is seeking a permanent space to host performances and camp activities.
Este documento describe un programa para incorporar el uso de tecnologías de la información y la comunicación (TIC) en la enseñanza de las ciencias naturales. El programa utiliza una página web, un blog y una plataforma de aprendizaje en línea para proporcionar recursos educativos adicionales a los estudiantes. El uso de estas herramientas ha resultado en mayor interés y compromiso de los estudiantes con la materia, así como en el desarrollo de competencias científicas y digitales. La implementación estructurada de T
Knowledge mobilization (KMb) is the process of sharing research findings with potential users, including policymakers and practitioners, to enhance social innovation. KMb allows researchers to collaborate with partners outside of academia to apply findings from university research. York University's KMb unit supports over 150 KMb projects through services like knowledge brokers and clear language research summaries. These projects help translate findings into programs and policies to address issues like climate change, youth homelessness, and economic development. Training opportunities exist to help researchers effectively engage non-academic audiences and integrate knowledge mobilization throughout the research process.
Public engagement with postgraduate research june 2013VreckaScott
This document discusses public engagement with postgraduate research. It begins by introducing a project aimed at embedding public engagement within the research culture of the Open University. It then discusses the concept of scholarship of engagement and different types of thinking around public engagement. The rest of the document focuses on planning public engagement activities, the current UK agenda around public engagement, and considerations for career development and practical planning regarding public engagement.
The document discusses knowledge mobilization and its importance in maximizing the impacts of research. It provides examples of knowledge mobilization activities including dissemination, uptake, implementation, and co-production. It also outlines a 13-step framework for planning knowledge mobilization projects and evaluating their impact.
This document provides an overview of best practices for stakeholder engagement and communication regarding carbon capture and storage (CCS) projects, based on research and lessons learned from past CCS projects. It discusses five key steps for an effective stakeholder strategy: identifying stakeholders, understanding stakeholders, crafting appropriate messages, selecting suitable messengers, and integrating communication as a core project activity. Common success factors include considering social context, early engagement, targeted messaging, flexibility, and education. The document also describes education outreach resources available through the Global CCS Institute.
Strategic Planning for Knowledge Mobilization in Coastal Communities of the N...Christopher J. Carter
This document outlines a strategic plan for knowledge mobilization regarding coastal resilience in the Strait of Georgia region.
The plan has the following goals: develop a web-based platform for knowledge sharing; produce policy-relevant research to inform coastal zone planning and resilience; and establish resilience networks in coastal communities.
It proposes engaging knowledge partners like researchers, First Nations, and governments to identify knowledge gaps and enable peer-to-peer sharing. Strategies include workshops, social media, and producing plain language summaries. Progress will be monitored through web analytics and surveys to assess uptake of coastal vulnerability concepts.
In Episode 2 of Research to Action's 'Cup of tea with' webinar series Yaso Kunaratnam Policy & Research Officer at UKCDS spoke about competition, collaboration and impact from the perspective of donors and funders of development research. The webinar took a slightly different approach to the topic stakeholder engagement, looking at the under explored area of how funders can collaborate more. Yaso presented findings from UKCDS' latest report about how funders can better support research uptake and impact.
Presented at “Knowledge for Sustainable Development: the Research-Policy Nexus” Global Sustainable Development Network Conference in Bonn, Germany, 23-25 October 2019.
In this pitch, delivered at the 2010 American Chamber of Commerce CSR conference, I spoke about the need the internal/ external dynamics of developing partnerships with local NGOs, and the trend away from globally centralized programs to locally engaging programs.
The document outlines the objectives and progress of Phase 2 of a study to improve community planning processes in Toronto. The objectives are to understand current engagement models, explore new advisory groups and tools, and broaden participation. Implementation includes developing strategies for stakeholder partnerships, youth engagement, ethnic media, and open data. Over 800 participants have been engaged through various consultation methods. Opportunities for change and draft principles of effective engagement have been identified. Next steps include finalizing recommendations and strategies, further consultations, and a final report.
This document summarizes Katie Dively's presentation on the 7 step communication process used by the Center for Health and Safety Culture. The steps are: 1) planning and advocacy, 2) collecting baseline data, 3) message development, 4) developing a communication plan, 5) pilot testing messages, 6) implementation, and 7) evaluation. The presentation provided examples of how these steps were applied to a project aimed at reducing problem gambling and increasing bystander intervention in Oregon.
The Citizen Planning School program aims to educate citizens on the One Region Forward Initiative long-term regional plan through learning sessions and workshops. It supports "Champions for Change" citizens interested in small-scale community projects through technical assistance from students and professionals. As an intern, the author provided technical assistance to two community projects, event staffing, and helped develop educational toolkits. Overall, the program successfully educated citizens and supported their projects, and the author learned about community engagement and clear communication.
Improving the effectiveness of communications webinar
APM People Specific Interest Group, Stakeholder Engagement Focus Group (APM SEFG People SIG)
Tuesday 11 July 2017
presented by James Francis
hosted by Fran Bodley-Scott
This document presents an evaluative framework developed by Coventry University for the Near Neighbours programme. It finds that Near Neighbours successfully enables local social action and interaction between people of different faiths and backgrounds. Key findings include that 68-81% of small grant projects are locally delivered, over 33,000 people have participated in small grant activities, and the vast majority of small grant activities promote interaction between different faiths. The report develops a conceptual framework and theory of change to guide evaluation, and recommends tools like a standardised data spreadsheet, case studies, and coordinator logbooks to capture Near Neighbours' impact in increasing social action and interaction at a local level.
This document provides information about impact and career support for researchers. It discusses the importance of impact in securing government funding for bioscience research. It defines how research councils view impact and provides examples of impact pathways. The document encourages researchers to consider impact from the beginning of their research and describes various types of support available, including fellowships, networking opportunities, and programs to facilitate commercialization.
This document summarizes a presentation on evaluating a state GEAR UP program using mixed methods. Key points include:
1) The evaluation uses annual performance reports, site visits, surveys, and extant data to understand program implementation and impact.
2) Mixed methods allow quantitative data like participation rates to be supplemented by qualitative data for deeper understanding.
3) Preliminary findings show descriptive statistics on tutoring services while qualitative data provides context around delivery and barriers.
4) Future reports will analyze relationships between service factors and quality and integrate qualitative themes with quantitative results.
The Leadership for Results program in Burundi supported government leaders and teams over 10 years to develop collaborative problem-solving skills and results-oriented management tools to improve public services. Using outcome mapping, the World Bank identified over 40 outcomes showing how the civil service rebuilt leadership and accountability through adaptive learning. The outcomes illustrated how changes connected and built upon each other over time, led by change agents at different levels, to institutionalize results-focused reforms across the government. The outcome mapping captured the complex change process and impact on strengthening public sector leadership and service delivery in Burundi.
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
1. The document outlines an agenda for a workshop on research impact, including presentations and activities on topics like background theory, skills for impact practitioners, and impact planning in grant applications.
2. A case study is presented of a professor whose crop research led to increased crop yields and economic benefits, demonstrating research impact.
3. Frameworks are discussed for conceptualizing research impact, knowledge mobilization, and developing impact pathways and assessments.
4. Partners are noted to play a key role in both creating impact and providing evidence of impact, and researchers may not always know when impact occurs.
1) The document discusses mobilizing research for impact through knowledge mobilization. It describes impact planning, assessment, and collecting evidence of impact.
2) Key aspects of knowledge mobilization discussed include moving from dissemination to co-production and ensuring research is useful to society by supporting engaged scholarship from inception through impact.
3) The document provides examples of impact indicators and assessing impact through documentation, testimonials, surveys, interviews with end users and partners to demonstrate real world impact.
The document outlines an agenda for a workshop on research impact and knowledge mobilization. The workshop will cover various tools and frameworks for research impact planning and assessment. It will include sessions on indicators for measuring knowledge mobilization efforts, collecting evidence of impact, and reflecting on research projects and programs. Breakout groups will discuss skills and qualities of knowledge brokers, and a case study on research impact at Eawag will be presented.
This document discusses knowledge exchange and mobilization in Canada. It begins with an overview of what knowledge exchange is and examples of knowledge exchange services at York University. It emphasizes that knowledge mobilization helps make research useful to society by supporting engaged research from inception to impact. The document then provides tips for effective knowledge exchange planning, including considering audiences, goals, activities, and demonstrating impact. It offers various tools and formats that can be used to mobilize research, such as infographics, research summaries, posters, videos and theatre. It concludes by reflecting on knowledge exchange as a collaborative, relational process of getting the right information to the right people through partnership from inception to impact.
This document discusses knowledge mobilization and research impact. It provides information on:
- How knowledge mobilization helps make research useful to society by supporting engaged research from inception through to impact.
- The importance of co-producing research with community partners to ensure research has real-world impact and benefits society.
- Different frameworks and models for knowledge mobilization, including identifying key competencies needed by practitioners.
- The value of partnerships, relationships, and networking to facilitate knowledge sharing and research uptake.
This document discusses knowledge mobilization and its importance as an institutional priority at York University. It provides examples of knowledge mobilization activities at York over the past decade, including engaging over 300 faculty and graduate students in knowledge mobilization projects and partnerships. The document advocates for further incorporating knowledge mobilization into innovation activities at York in order to enhance the impacts and benefits of university research for society.
The document discusses various impact models and frameworks for assessing the impact of health research. It outlines criteria that effective impact models should meet, such as accommodating evidence collection for patient benefit, supporting engagement of end users throughout the research process, and enabling planning while allowing for specific adaptation. Several impact models and frameworks are described briefly, including the Knowledge to Action Cycle, Payback Model, Canadian Academy of Health Sciences Research Impact Assessment Framework, and co-produced pathway to impact model. The document advocates that impact planning must be tailored to each specific case while using generic frameworks as a starting point.
This document discusses the development of a framework for knowledge mobilization and impact competencies. The researchers:
1) Identified and selected existing competency frameworks, excluding those focused solely on commercialization.
2) Collated and synthesized the frameworks, reducing 94 competencies into 11 categories and 80 discrete statements.
3) Will use the finalized competency set to develop a self-assessment tool to help individuals and organizations evaluate strengths and needs for professional development in knowledge mobilization and impact areas.
This document discusses research impact literacy and its importance. It defines three levels of research impact literacy: basic/functional literacy, communicative/interactive literacy, and critical literacy. Those with basic literacy are aware of evidence but don't understand how to apply it, while those with intermediate literacy can engage with and apply evidence prescriptively. Those with advanced literacy can synthesize, critique, and extend the evidence base, and likely comprehend research at a strategic level. The document suggests improving research impact literacy through training to develop individuals' competency.
The document discusses knowledge mobilization and moving beyond just dissemination to achieve impact. It provides examples of different types of impact, including reach through analytics and downloads, and change through narratives. Knowledge mobilization helps make research useful to society by supporting engaged scholarship from inception to impact. Impact can be achieved through various activities like dissemination, uptake and implementation of research. Engagement and co-production with stakeholders is important for impact. The document provides examples of knowledge mobilization methods and an engaged dissemination case study, and discusses the role of scholarly publishing in supporting the research impact agenda.
This document outlines a 13-step process for developing a knowledge mobilization (KMb) strategy for research projects. The 13 steps are grouped under 4 main headings: engagement, goals, activities, and impact/accountability. The steps guide researchers to identify project partners, determine partner roles, assess needed expertise, define target audiences, establish main messages, set KMb goals, select KMb strategies and activities, determine the KMb process, and plan for evaluating KMb impact. Additional tips are provided for each step. The overall goal is to integrate KMb throughout the entire research process to effectively share knowledge with stakeholders and influence behaviors, practices, policies or further research.
This document outlines a 13-step process for developing a knowledge mobilization (KMb) strategy for research projects. The 13 steps are grouped under 4 main headings: engagement, goals, activities, and impact/accountability. The steps guide researchers through identifying partners, determining partner roles, assessing needed expertise, defining target audiences, establishing main messages and goals, selecting KMb strategies and processes, outlining required resources and budgets, and planning evaluation of impact. Examples and tips are provided for each step. The overall goal is to integrate KMb throughout the entire research process to effectively share knowledge with audiences in order to generate awareness, interest, behavior or policy changes.
Knowledge mobilization helps maximize the impacts of university research by supporting engaged scholarship from inception to impact. It provides a framework that includes dissemination, uptake, implementation and co-production to help make research useful to society. The co-produced pathway to impact describes knowledge mobilization processes and how activity can lead to outputs, outcomes and impacts.
Knowledge Mobilization supports progressing research from inception to impact by supporting engaged research and collaboration between community and campus. It helps make research useful to society by disseminating findings, facilitating uptake and implementation of research, and co-producing research with end users. At York University, the Knowledge Mobilization Unit brokers research partnerships, supports events and capacity building, and provides grant support to facilitate knowledge mobilization and research impact.
The document discusses knowledge translation (KT) services from NeuroDevNet that aim to maximize the impact of research on neurodevelopmental disorders like FASD. It provides information on KT Core which offers knowledge brokering, KT events, KT products, evaluation and planning to help researchers and trainees share their work. Links are included to videos about KT and the PARIHS framework which promotes implementing health research through the interplay of evidence, context and facilitation.
This document discusses knowledge mobilization and its benefits. It provides definitions of knowledge mobilization from academic sources as helping make research useful to society through collaboration between campus and community. The document outlines the impacts knowledge mobilization can have, such as increased program uptake, reduced hospital visits, and improved citizen outcomes. It also provides statistics on the outputs and outcomes of 8 years of a university's knowledge mobilization activities, including numbers of faculty, students, and community members involved, as well as funding raised.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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 ..
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
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
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KMb Plan Element Description
Partners / Engagement Before a Principal Investigators think about what they want to do they
need to start with the partnerships/receptors and forms of engagement
with identified audiences. Involve them in the KMb planning
Goal Frame the project in terms what you want to achieve and how you plan
to achieve it.
• Overall Objective: high level, long horizon
• Specific Goals: more granular, measurable; achieving goals by
undertaking activities (below) at each stage of the impact pathway
Activities Activities need to be mapped to specific audiences and correlates to
goals and objective. Activities need to speak to academic and non-
academic audiences and are designed to move the project along the
impact pathway
Evaluation A longitudinal look at the results of the knowledge mobilization plan,
specific indicators at each stage of the impact pathway. Impacts are
measured at level of end user/receptor/partner.
Budget Not a 10 hour/week student
Elements of a Knowledge Mobilization Plan
16. 16
Phipps, D.J., Jensen, K.E., Johnny, M., Poetz, A. (2016) Supporting knowledge
mobilization and research impact strategies in grant applications. Journal of
Research Administration. In press
20. 20
Faculty Engaged in Knowledge Mobilization
331
Graduate Students Engaged in Knowledge Mobilization 186
Information Sessions 683
Brokering Opportunities 484
Knowledge Mobilization Projects / Activities 177 / 118
Partnership Organizations 306
Community Funding $1.14 M
Contract Funding $1.24 M
External Research Funding $47.50 M
KMb York 2006-2016
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KMb tools
KT Planning template:
• http://melaniebarwick.com/training.php
KMb Tool Kit:
• http://www.kmbtoolkit.ca/
Clear Language Research Summaries:
• http://srconline.ca/index.php/src/article/viewFile/44/119
Knowledge brokering
• http://yorkspace.library.yorku.ca/xmlui/bitstream/handle/10315/29459/Phipps%20J
ohnny%20Wedlock%20Engaged%20Scholar%20J%202015.pdf?sequence=1&is
Allowed=y
Social Media:
• http://bit.ly/SUGzYu
23. 23
ResearchImpact-RéseauImpactRecherche
Group of 12 Canadian
universities actively
developing programming for
knowledge mobilization to
transfer research into social
and economic benefits for
local and global communities