This document outlines a project aimed at empowering smaller academic libraries to participate more fully in the open access movement. The project will take a human-centered design approach over three phases: looking, understanding, and making. In phase one, a community of practice was established and initial data on open access policies and budget impacts was gathered. Phase two will involve identifying stakeholders, their concerns, and data needs. The goals are to develop strategies for supporting open access and sustainable open access/transformative agreement models in phase three.
Social Learning Theory and Social Media: Exploring Personal Learning Environ...Alexis Smith Macklin, PhD
This study investigated the use of an iterative design model with four instructional components (communication, interaction, reflection, and evaluation) in Personal Learning Environments (PLE) for professional development. The proposed model was used to measure the impact of social media as a delivery system for receiving and sharing information, exchanging ideas, and gauging knowledge acquisition.
This document outlines a proposal for developing a knowledge capture process for an IT project team. It begins with an introduction on knowledge capture and the intent to develop a process for capturing and reusing knowledge within the team. It then discusses the background of the project, current state of lacking documentation and knowledge sharing, and desired improved state. A proposal is made to create a semi-formal knowledge capture process following a provided process map. Collaboration tools like SharePoint, Lync and email are identified. A summary recaps the current issues, desired state, proposed practices and tools. Q&A and additional topics on knowledge mapping are also included.
The document discusses organizational structures and strategic planning for museums and galleries. It describes common organizational structures such as traditional hierarchies, functional groups, and project teams. It also discusses trends toward more informal structures and networks. The document then covers operational management, managing change, and strategic planning processes. Strategic planning helps create a shared vision and goals for an organization. Key elements include environmental scans, defining missions and visions, setting objectives and implementation plans.
Alternative approach to capturing collaborative dynamics TCI Network
The document discusses alternative approaches to evaluating cluster initiatives and their effects on participating enterprises. It proposes using a capacity model to measure both direct, short-term effects as well as indirect, long-term effects, focusing on whether participation helps develop enterprises' "self-development capacity". An example model measures progression across factors like core values, tools/methods, organization, value chain collaboration and communication. The model aims to capture intangible/soft effects but requires in-depth knowledge of internal business dynamics. There is a need to better define objectives for cluster initiatives to guide evaluation and ensure models are relevant for measuring progress toward goals.
The document discusses a process capture initiative conducted by KMRM Consulting to identify and standardize existing processes and documentation for a company. The goals of the initiative were to:
1) Take a "snapshot" of current documented policies and processes to understand where improvements could be made.
2) Identify duplicate, contradictory, out-of-date documents to streamline documentation and manage risk.
3) Format documentation uniformly using templates for consistency and ease of access.
The initiative involved interviewing staff, mapping processes, and establishing a wiki for centralized electronic access to documentation. Standardizing processes and documentation helped increase accountability, communication and efficiency.
The document discusses an initial meeting of the 4th Pillar Council, which aims to enhance synergies within the Ontario Commercialization Network by identifying gaps, overlaps, and opportunities for collaboration between member organizations. The meeting will involve organizations presenting their programs and interfaces, and mapping them onto the commercialization process to develop an ecosystem diagram showing how all activities fit together. The output will be a pipeline diagram detailing where each organization's activities are positioned.
Knowledge Management Strategy: vision, purpose and value generation in an era...Jose Carlos Tenorio Favero
Knowledge Management development and key lessons learned from the field. To watch the video of this presentation please copy the following link to your browser: http://goo.gl/r3BMNN
Social Learning Theory and Social Media: Exploring Personal Learning Environ...Alexis Smith Macklin, PhD
This study investigated the use of an iterative design model with four instructional components (communication, interaction, reflection, and evaluation) in Personal Learning Environments (PLE) for professional development. The proposed model was used to measure the impact of social media as a delivery system for receiving and sharing information, exchanging ideas, and gauging knowledge acquisition.
This document outlines a proposal for developing a knowledge capture process for an IT project team. It begins with an introduction on knowledge capture and the intent to develop a process for capturing and reusing knowledge within the team. It then discusses the background of the project, current state of lacking documentation and knowledge sharing, and desired improved state. A proposal is made to create a semi-formal knowledge capture process following a provided process map. Collaboration tools like SharePoint, Lync and email are identified. A summary recaps the current issues, desired state, proposed practices and tools. Q&A and additional topics on knowledge mapping are also included.
The document discusses organizational structures and strategic planning for museums and galleries. It describes common organizational structures such as traditional hierarchies, functional groups, and project teams. It also discusses trends toward more informal structures and networks. The document then covers operational management, managing change, and strategic planning processes. Strategic planning helps create a shared vision and goals for an organization. Key elements include environmental scans, defining missions and visions, setting objectives and implementation plans.
Alternative approach to capturing collaborative dynamics TCI Network
The document discusses alternative approaches to evaluating cluster initiatives and their effects on participating enterprises. It proposes using a capacity model to measure both direct, short-term effects as well as indirect, long-term effects, focusing on whether participation helps develop enterprises' "self-development capacity". An example model measures progression across factors like core values, tools/methods, organization, value chain collaboration and communication. The model aims to capture intangible/soft effects but requires in-depth knowledge of internal business dynamics. There is a need to better define objectives for cluster initiatives to guide evaluation and ensure models are relevant for measuring progress toward goals.
The document discusses a process capture initiative conducted by KMRM Consulting to identify and standardize existing processes and documentation for a company. The goals of the initiative were to:
1) Take a "snapshot" of current documented policies and processes to understand where improvements could be made.
2) Identify duplicate, contradictory, out-of-date documents to streamline documentation and manage risk.
3) Format documentation uniformly using templates for consistency and ease of access.
The initiative involved interviewing staff, mapping processes, and establishing a wiki for centralized electronic access to documentation. Standardizing processes and documentation helped increase accountability, communication and efficiency.
The document discusses an initial meeting of the 4th Pillar Council, which aims to enhance synergies within the Ontario Commercialization Network by identifying gaps, overlaps, and opportunities for collaboration between member organizations. The meeting will involve organizations presenting their programs and interfaces, and mapping them onto the commercialization process to develop an ecosystem diagram showing how all activities fit together. The output will be a pipeline diagram detailing where each organization's activities are positioned.
Knowledge Management Strategy: vision, purpose and value generation in an era...Jose Carlos Tenorio Favero
Knowledge Management development and key lessons learned from the field. To watch the video of this presentation please copy the following link to your browser: http://goo.gl/r3BMNN
This document discusses various aspects of planning for organizations. It begins by defining planning as purposeful consideration of an organization's future objectives and the means to efficiently achieve those objectives. The document then outlines the planning process, which includes steps like defining the mission, conducting a SWOT analysis, setting goals and objectives, developing related strategies like tactical and operational plans, and monitoring the plan. It also discusses different types of planning like operational, action, and event planning. Overall, the document provides an overview of the key components and steps involved in strategic and operational planning for organizations.
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Russell Branzell, FCHIME, CHCIO
President & CEO
CHIME
This document discusses operationalizing social return on investment (SROI) for advice services. SROI is an outcomes-based evaluation method that assigns financial values to social, environmental, and economic outcomes to calculate a ratio of benefits to costs. The document discusses:
1) Applying SROI methodology through client interviews to map outcomes and assign values while accounting for attribution, deadweight, and drop-off.
2) Challenges with high costs of SROI for casework services given the variety of unique outcomes for each client. Standardized impact maps may help address this.
3) Issues with stakeholder perspectives influencing the valuation of outcomes and challenges drawing boundaries around stakeholders.
4) Adapting research tools
Strategic Management: The Ultimate Goal of Strategic Planning Kathy Brandt
Developing a strategic plan is the first step in leading a strategic organization. The efficacy of the plan is judged not by how many goals you achieve, but in how well you utilize the plan to strategically lead your organization. According to the Balanced Scorecard Institute, strategic organizations implement processes to “systematically coordinate and align resources and actions with mission, vision and strategy.”
The document discusses a capstone project completed by Columbia University students for Fifth Third Bank to benchmark the bank's knowledge management practices, develop guidance for knowledge analytics, improve content management, and establish a community of practice. The project involved assessing Fifth Third Bank's current KM processes and maturity, conducting research and stakeholder interviews, and providing recommendations to enhance the bank's KM strategy, systems, and practices. The collaboration between Fifth Third Bank and Columbia University students provided benefits to both parties through bridging academic theory with practical organizational needs.
Mark Blanke, OwlPoint
Whether you are new to ITIL, Captains of ITIL 3 - or somewhere in between, this webinar is for you. Join us as Mark Blanke, President of OwlPoint, shares with us 5 practical steps to map where your organization is today and how to plan for your journey.
This document provides guidance for governing bodies on reporting, decision making, accountability, and ensuring high-quality provision of maths and English. It discusses effective characteristics of reporting, such as being timely, clear, and using relevant data. It also addresses issues like "data dumping" and reducing excessive paperwork. The document offers suggestions for standard report formats, ensuring decisions are properly recorded in minutes, and ways to demonstrate accountability, such as through compliance reviews and a complaints procedure.
Education law conference, March 2017 - London - Is your recruitment strategy ...Browne Jacobson LLP
The document discusses considerations for developing an effective recruitment strategy for an education trust facing a changing landscape. It notes pressures like budget constraints, increased competition, a need to grow while maintaining sustainability, and a focus on business results. The strategy should analyze staffing needs, set goals, and plans for attracting candidates. It should also consider seasonal fluctuations, budget sufficiency, competitive terms, training existing staff, and identifying transferable skills from other sectors. Developing partnerships, using free social media, offering career growth, and addressing reasons for teacher turnover can help recruitment.
This presentation was given by Rachel Quinn (One East Midlands) on 27 March 2014 in York.
In the presentation Rachel discussed the role of LEP's.
Find out more about NCVO's european policy work:
Library Strategy: Models and MeasurementStephen Town
This document provides models and frameworks for developing library strategies and measuring their impact. It discusses:
1. Definitions of strategy, characteristics of effective strategies, and common strategy frameworks that include analysis, choice, and implementation phases.
2. Examples of strategy documents from the Universities of York and Lund that focus on excellence, internationalization, and quality.
3. Models for analyzing the internal and external environment, including PEST, SWOT, scenarios, and portfolio analyses to inform strategic choices.
4. Approaches for implementing strategies through defined programs and projects and measuring success through critical success factors, balanced scorecards, and assessing value beyond traditional metrics.
Forging Successful Learning Centers: Critical Considerations and Evidence-Bas...Lisa D'Adamo-Weinstein
This document provides an overview of a presentation for new learning center directors on forging successful learning centers. It discusses critical considerations like programs and services, use of technology, assessment and evaluation, professional development, and budgeting. Participants will gain knowledge on evidence-based best practices and utilize a work plan to develop actions and timelines for center improvements. The document includes discussion questions to involve participants.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
Presentation to accompany strategy session at the 2016 Bonner Summer Leadership Institute discussing ways to build campus infrastructure for sustained community-based and PolicyOptions issue brief research.
Presentation By Enora Pruvot, Deputy Director for Governance, Funding & Public Policy Development at the European University Association
EAIE, Sevilla, 13 September 2017
The document discusses keys to organizational sustainability including having a clear vision driven by leadership. It outlines 7 levers for change including altering thinking, planning, vision, strategies, information flows, learning capacity, and standard procedures. Cities are highlighted as important to sustainability efforts due to emissions. Principles for successful sustainability include maintaining tension for improvement, self-efficacy in employees, and benefits outweighing costs. The document provides guidance on rearranging parts like teams, roles and decision-making. [/SUMMARY]
David Fleming held a seminar on monitoring and evaluation in conflict-affected environments at the Post-war Reconstruction and Development Unit (PRDU), University of York.
This document discusses various aspects of planning for organizations. It begins by defining planning as purposeful consideration of an organization's future objectives and the means to efficiently achieve those objectives. The document then outlines the planning process, which includes steps like defining the mission, conducting a SWOT analysis, setting goals and objectives, developing related strategies like tactical and operational plans, and monitoring the plan. It also discusses different types of planning like operational, action, and event planning. Overall, the document provides an overview of the key components and steps involved in strategic and operational planning for organizations.
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Russell Branzell, FCHIME, CHCIO
President & CEO
CHIME
This document discusses operationalizing social return on investment (SROI) for advice services. SROI is an outcomes-based evaluation method that assigns financial values to social, environmental, and economic outcomes to calculate a ratio of benefits to costs. The document discusses:
1) Applying SROI methodology through client interviews to map outcomes and assign values while accounting for attribution, deadweight, and drop-off.
2) Challenges with high costs of SROI for casework services given the variety of unique outcomes for each client. Standardized impact maps may help address this.
3) Issues with stakeholder perspectives influencing the valuation of outcomes and challenges drawing boundaries around stakeholders.
4) Adapting research tools
Strategic Management: The Ultimate Goal of Strategic Planning Kathy Brandt
Developing a strategic plan is the first step in leading a strategic organization. The efficacy of the plan is judged not by how many goals you achieve, but in how well you utilize the plan to strategically lead your organization. According to the Balanced Scorecard Institute, strategic organizations implement processes to “systematically coordinate and align resources and actions with mission, vision and strategy.”
The document discusses a capstone project completed by Columbia University students for Fifth Third Bank to benchmark the bank's knowledge management practices, develop guidance for knowledge analytics, improve content management, and establish a community of practice. The project involved assessing Fifth Third Bank's current KM processes and maturity, conducting research and stakeholder interviews, and providing recommendations to enhance the bank's KM strategy, systems, and practices. The collaboration between Fifth Third Bank and Columbia University students provided benefits to both parties through bridging academic theory with practical organizational needs.
Mark Blanke, OwlPoint
Whether you are new to ITIL, Captains of ITIL 3 - or somewhere in between, this webinar is for you. Join us as Mark Blanke, President of OwlPoint, shares with us 5 practical steps to map where your organization is today and how to plan for your journey.
This document provides guidance for governing bodies on reporting, decision making, accountability, and ensuring high-quality provision of maths and English. It discusses effective characteristics of reporting, such as being timely, clear, and using relevant data. It also addresses issues like "data dumping" and reducing excessive paperwork. The document offers suggestions for standard report formats, ensuring decisions are properly recorded in minutes, and ways to demonstrate accountability, such as through compliance reviews and a complaints procedure.
Education law conference, March 2017 - London - Is your recruitment strategy ...Browne Jacobson LLP
The document discusses considerations for developing an effective recruitment strategy for an education trust facing a changing landscape. It notes pressures like budget constraints, increased competition, a need to grow while maintaining sustainability, and a focus on business results. The strategy should analyze staffing needs, set goals, and plans for attracting candidates. It should also consider seasonal fluctuations, budget sufficiency, competitive terms, training existing staff, and identifying transferable skills from other sectors. Developing partnerships, using free social media, offering career growth, and addressing reasons for teacher turnover can help recruitment.
This presentation was given by Rachel Quinn (One East Midlands) on 27 March 2014 in York.
In the presentation Rachel discussed the role of LEP's.
Find out more about NCVO's european policy work:
Library Strategy: Models and MeasurementStephen Town
This document provides models and frameworks for developing library strategies and measuring their impact. It discusses:
1. Definitions of strategy, characteristics of effective strategies, and common strategy frameworks that include analysis, choice, and implementation phases.
2. Examples of strategy documents from the Universities of York and Lund that focus on excellence, internationalization, and quality.
3. Models for analyzing the internal and external environment, including PEST, SWOT, scenarios, and portfolio analyses to inform strategic choices.
4. Approaches for implementing strategies through defined programs and projects and measuring success through critical success factors, balanced scorecards, and assessing value beyond traditional metrics.
Forging Successful Learning Centers: Critical Considerations and Evidence-Bas...Lisa D'Adamo-Weinstein
This document provides an overview of a presentation for new learning center directors on forging successful learning centers. It discusses critical considerations like programs and services, use of technology, assessment and evaluation, professional development, and budgeting. Participants will gain knowledge on evidence-based best practices and utilize a work plan to develop actions and timelines for center improvements. The document includes discussion questions to involve participants.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
Presentation to accompany strategy session at the 2016 Bonner Summer Leadership Institute discussing ways to build campus infrastructure for sustained community-based and PolicyOptions issue brief research.
Presentation By Enora Pruvot, Deputy Director for Governance, Funding & Public Policy Development at the European University Association
EAIE, Sevilla, 13 September 2017
The document discusses keys to organizational sustainability including having a clear vision driven by leadership. It outlines 7 levers for change including altering thinking, planning, vision, strategies, information flows, learning capacity, and standard procedures. Cities are highlighted as important to sustainability efforts due to emissions. Principles for successful sustainability include maintaining tension for improvement, self-efficacy in employees, and benefits outweighing costs. The document provides guidance on rearranging parts like teams, roles and decision-making. [/SUMMARY]
David Fleming held a seminar on monitoring and evaluation in conflict-affected environments at the Post-war Reconstruction and Development Unit (PRDU), University of York.
Similar to Let’s make a deal! Empowering Small and Mid Sized Universities to Participate in the Open Access Movement (20)
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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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Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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.
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.
Let’s make a deal! Empowering Small and Mid Sized Universities to Participate in the Open Access Movement
1. Let’s Make a Deal!
Empowering Small- and Mid-sized Universities to participate in the Open Access Movement
Alexis Smith Macklin, PhD
Carlow University
Tim Schlak, PhD
Robert Morris University
3. IMLS National Leadership Grant
• Big Question: How can a diverse group of smaller academic libraries
create a more inclusive conversation around OA?
• Goals
• Identify challenges and opportunities to participate in OA
• Create agency for sustainable models to publish in OA journals
• Explore new ways to work with consortia and other partners
5. Phase 1 – Looking Phase 2 - Understanding Phase 3 - Making
Fall 2020 - Build capacity Jan – Apr 2021 - Operationalize May – Aug 2021 – Groundwork
• Train in HCD
• Recruit CoP
• Gather initial data on OA policies
• Identify the stakeholders
• Assess impact of budget cuts/BD
cancelations
• Determine support/faculty buy
in for OA
• Align TA with need
• Develop communication plan
• Promote OA
• How are we handling OA?
• What concerns do we have?
• Who are the decision-makers?
• What data are needed to inform
their decisions?
• What negotiating principles will
we use?
• What needs to be
communicated for buy-in and
campus support?
• Shared understanding of TA/OA • Strategies for supporting OA • Sustainable OA/TA models
6.
7.
8. What keeps you up at
night?
• Inflation rates are not sustainable
• Annual budget cuts (between 3 – 10%)
• Not enough people/expertise to do the
work
• Faculty buy-in and administrative support
• APCs do not equal subscriptions
• Can we create an OA model that is
sustainable and equitable?
This Photo by Unknown Author is licensed under CC BY
10. Phase 1: Looking Outcomes
• Community of Practice Established
• 25 Academic Libraries (1 R1; 20 R2; 2 R3; 2 smaller)
• 4 Consortia (PALCI; MCLI; SCELC; GWLA)
Key Takeaways:
• Budgets are being cut dramatically and big deals are being canceled
• Policies for OA may be written but not implemented
• Lack of buy-in and support
11. Key Questions
Regarding the Big Deals:
• What is the impact of big deal cancelations?
• How will these cancelations change our relationship with consortia?
Regarding OA and TA:
• What is the value of OA and TA?
• Why is there a lack of buy-in/support?
13. Budget Strategy Culture
• Cost savings/control
• Reshaped agreements
• Targeted spending
• Data-driven decisions
• Align values with plans
• Build relationships
• Increased interest in OA
• Library as partner
• Investment in
infrastructure/staff
• Increased prices
• Lost negotiation leverage
• Less content
• Need better data/analysis
• Competing priorities
• Uncertain of roles/responsibility
• Impact factors (P&T)
• Buy-in/support
• More work/less time/expertise
• Reallocated funds
• Transparent licenses/contracts
• Mission-driven collections
• Greater awareness of
need/values
• Educated campus community
• More collaboration
• More OA content
• Raised institutional profile
• Faculty/staff retention
14. Key Takeaways
• Invest in training
• Gather data
• Build relationships
This Photo by Unknown Author is licensed under CC BY-NC-ND
15. Phase 1 – Looking Phase 2 - Understanding Phase 3 - Making
Fall 2020 - Build capacity Jan – Apr 2021 - Operationalize May – Aug 2021 – Groundwork
• Train in HCD
• Recruit CoP
• Gather initial data on OA policies
• Identify the stakeholders
• Assess impact of budget cuts/BD
cancelations
• Determine support/faculty buy
in for OA
• Align TA with need
• Develop communication plan
• Promote OA
• How are we handling OA?
• What concerns do we have?
• Who are the decision-makers?
• What data are needed to inform
their decisions?
• What negotiating principles will
we use?
• What needs to be
communicated for buy-in and
campus support?
• Shared understanding of TA/OA • Strategies for supporting OA • Sustainable OA/TA models
16. Key Questions
• Who are the stakeholders driving decisions?
• Who are the stakeholders impacted by those decisions?
• What are the action steps?
luma-institute.com
17. Phase 2: Understanding Outcomes
Major Stakeholders Recurring Themes Core Questions
• Librarians
• Faculty
• Administration (Deans, Provost)
• Consortia
• Publishers
• Training
• Communication/Relationships
• Budgets
• Policies
• Who is responsible for what?
• What data drive decisions?
• How can partnerships be
built/leveraged?
Key Takeaways:
• Lots of stakeholders, and the relationships are complex
• Better communication
• Too many moving parts, and no game plan
18. Bull’s Eye Diagraming
CRITICAL
• Identify stakeholders/partners
• Assess TA/OA knowledge/interest
• Review budget/collection strategy
VERY IMPORTANT
• Build knowledge base
• Conduct publishing profile
• Align needs to action
• Revisit collection development strategies
• Revisit negotiation principles/contracts
IMPORTANT
• Invest in professional development
• Develop an action/communication plan
• Create committees/task force
19. Bull’s Eye Diagraming
CRITICAL
• Identify stakeholders/partners
• Assess TA/OA knowledge/interest
• Review budget/collection strategy
SMART GOAL
Identify stakeholders/partners
• Conduct SCOPUS report to determine
publishing profile of University
• Target 5 faculty with high productivity in
OA to interview about the value of the
library in their research process
• Share executive summary of the interview
with Provost
20. Phase 1 – Looking Phase 2 - Understanding Phase 3 - Making
Fall 2020 - Build capacity Jan – Apr 2021 - Operationalize May – Aug 2021 – Groundwork
• Train in HCD
• Recruit CoP
• Gather initial data on OA policies
• Identify the stakeholders
• Assess impact of budget cuts/BD
cancelations
• Determine support/faculty buy
in for OA
• Align TA with need
• Develop communication plan
• Promote OA
• How are we handling OA?
• What concerns do we have?
• Who are the decision-makers?
• What data are needed to inform
their decisions?
• What negotiating principles will
we use?
• What needs to be
communicated for buy-in and
campus support?
• Shared understanding of TA/OA • Strategies for supporting OA • Sustainable OA/TA models
2 minutes
We want this presentation to be as interactive as possible.
If you want to join us in the conversation, take out your device of choice and log onto the Mentimeter website.
Please note – completely optional. Responses are anonymous. We may use the data to inform our decision-making – right now – our intention is to create a shared understanding of our collective experiences with OA and TA.
1 minute
So – we put forward a National Leadership grant proposal to the IMLS
Our Big Question
Our Goals
3 minutes
We are using LUMA Institute’s method for HCD to:
Understand what OA means for small and mid-sized universities
Strategize ways to support OA on our campuses and
Sustain our efforts by finding new ways of collaborating with each other and our consortia
What is HCD?
The LUMA Institute developed a unique framework called the System of Innovation for practicing human
centered design. There are 36 methods organized around three key design skills — Looking (observing the human
experience), Understanding (analyzing opportunities and challenges), and Making (envisioning and prototyping
future possibilities), which can be used individually or combined in different ways (RECIPES) to address any and every
stage of problem solving.
For more information on our process – go to luma-institute.com
3 minutes
We thought the timeline and outcomes would look like this – with 4 in-person forums at regularly scheduled conferences . . . BUT
>1 minute
This happened – and all our plans quickly changed
>1 minute
We moved into an online format using Zoom and Mural to facilitate the work
3 minutes
Our first order of business was to identify individual and collective pain points.
Using the LUMA method of What’s on Your Radar – we asked – What keeps you up at night?
These are the top 6 that came up for our cohort.
Your turn to let us know what keeps you up at night.
1 minute
Once we convened our cohort group, which included -
the top concerns were
Budget and buy-in followed by expertise . . . Many of us have the policies, but we really don’t know what to do with them or how to implement them.
1 minute
Since budget was a big concern – and the big deals were driving the conversation – we started with the question regarding the impact of big deal cancelations and then moved to the value of OA and TA.
3 minutes
Describe recipes
Discuss RTB (like a SWOT) and Affinity Clustering (clump into themes)
3 minutes
A high-level view of affinity clustering showed three specific areas of interest:
Budget, Strategy, and Culture
Under each – the cohort was able to identify the following on top = ROSES – or positive aspects; middle = THORNS – or negative impacts; and bottom = BUDS – opportunities
1 minute
At the end of Phase 1 – or the Looking Phase – we determined that
We needed to invest in our own understanding of OA and the impact of our big deal cancelations
We needed to spend time on data analysis, and we needed better data than our traditional bibliographic metrics and
We needed to build strategic internal and external relationships
These conclusions moved us into Phase 2 – Understanding – where we identified the decision makers and the data needed to inform those decisions.
We used LUMA’s Stakeholder Mapping tool to identify the players and Bull’s-eye Diagraming to prioritize action steps
Our key questions were
Bull’s-eye Diagraming helped us come up with priorities and build consensus about some next steps.
Three levels
By design, a Bull’s-eye Diagram puts a limit on how much you can identify as critical, thus forcing your team to deliberate about essentials before producing anything. Since each successive circle is larger than the bull’s-eye, you must carefully consider what is critical, what is important, and what is merely peripheral. Often this means having to make trade-off decisions. The result, however, is a clear delineation of your team’s consensus about each item’s relative importance. It is a comparatively simple method of making difficult decisions.
Truthfully – we got stuck in the magnitude of creating a culture to support OA – especially creating buy-in on our campuses – and came to a stand still. But if we break down the top priorities – using SMART Goals –
SMART (Specific, Measurable, Achievable, Realistic, and Timely)
We can see a way forward.
Maybe these aren’t useful for your campus – but they might work for someone else.
You would need to create your own priorities and goals for the needs of your campus. In doing so - you begin to lay the groundwork and start the process of shifting the culture towards OA.
This brings us to Phase 3 – which we have not started yet – laying the groundwork and addressing culture change.
Turn over to Tim
To lay a solid foundation – we need to address culture change.
Polarity model for effective decision making and culture change
Changes in academic publishing are happening. What can we do to drive the change on our campus?
Let us know how you might drive change on your campus. What action will you take this month, in six months, in a year?