The document outlines the strategic plan of WiscNet for the next five years. The plan focuses on growing the people network by connecting members and encouraging innovation, growing more networks for Wisconsin through community area networks and advancing the WiscNet backbone network, and growing services beyond the network by partnering with members to develop new services. The overall goals are to strengthen connections between members, provide advanced network infrastructure, and create valuable services to support members.
2010 ISAP Conference 2010 Using Internet and Social Media in Immigrant Settle...settlementatwork
The document discusses the future of settlement work and the role of social media and technology. It outlines 12 core values of settlement work and a client bill of rights. It then discusses ideas around modernizing settlement services, including common contracts, outcome-based performance, flexible funding, and ensuring services are accessible, continuous, and responsive to client needs. The role of social media in connecting individuals, sharing knowledge, and engaging communities is explored. Challenges with funders' perspectives are also noted.
How The Knowledge Hub (Online community platform) helps local government professionals to connect and learn from each other.
Real stories from the members
Carers -Thoughts, Ideas and Use of the InternetPhil COLLIS
This document provides guidance for organizations on developing online services and support for carers. It was produced by Crossroads Care and The Princess Royal Trust for Carers, two leading organizations for carers in the UK. The document discusses the benefits of the internet for reaching carers, many of whom have difficulty leaving home. It also addresses challenges of digital exclusion and providing support online. The document provides recommendations on different types of online support, including information websites, forums, networks of support, and online breaks booking. It is based on consultation with carers about their needs and preferences for online resources.
Digital "Barnet" - Place Based ApproachHelen Milner
This document discusses the importance and benefits of digital inclusion. It provides statistics showing that most people in the UK use the internet regularly but 16 million adults are not frequent or competent users, creating a digital divide. The internet can save both individuals and the government significant money. It encourages organizations to work with local online centers and volunteers to help more people gain digital skills in order to access services and opportunities online. Partnerships across sectors are needed to address barriers of motivation, skills, and access that prevent internet adoption.
Get Ready Get Online - digital inclusion and welfare reformHelen Milner
My talk at the NHF Conference on 14th February 2013 in London. Discussing the urgency of helping people to use the internet, particularly with a view to the new Welfare Reform. Interesting for all digital inclusion and/or housing people.
Campaña que tiene como propósito concienciar a la población en el fortalecimiento de la seguridad ciudadana.
Mediante operativos preventivos se evitará el cometimiento de actos violentos o delictivos durante las festividades de carnaval.
Lograr que la provincia de Bolívar sea una de las más seguras del país, durante la concurrencia masiva de turistas nacionales e internacionales.
2010 ISAP Conference 2010 Using Internet and Social Media in Immigrant Settle...settlementatwork
The document discusses the future of settlement work and the role of social media and technology. It outlines 12 core values of settlement work and a client bill of rights. It then discusses ideas around modernizing settlement services, including common contracts, outcome-based performance, flexible funding, and ensuring services are accessible, continuous, and responsive to client needs. The role of social media in connecting individuals, sharing knowledge, and engaging communities is explored. Challenges with funders' perspectives are also noted.
How The Knowledge Hub (Online community platform) helps local government professionals to connect and learn from each other.
Real stories from the members
Carers -Thoughts, Ideas and Use of the InternetPhil COLLIS
This document provides guidance for organizations on developing online services and support for carers. It was produced by Crossroads Care and The Princess Royal Trust for Carers, two leading organizations for carers in the UK. The document discusses the benefits of the internet for reaching carers, many of whom have difficulty leaving home. It also addresses challenges of digital exclusion and providing support online. The document provides recommendations on different types of online support, including information websites, forums, networks of support, and online breaks booking. It is based on consultation with carers about their needs and preferences for online resources.
Digital "Barnet" - Place Based ApproachHelen Milner
This document discusses the importance and benefits of digital inclusion. It provides statistics showing that most people in the UK use the internet regularly but 16 million adults are not frequent or competent users, creating a digital divide. The internet can save both individuals and the government significant money. It encourages organizations to work with local online centers and volunteers to help more people gain digital skills in order to access services and opportunities online. Partnerships across sectors are needed to address barriers of motivation, skills, and access that prevent internet adoption.
Get Ready Get Online - digital inclusion and welfare reformHelen Milner
My talk at the NHF Conference on 14th February 2013 in London. Discussing the urgency of helping people to use the internet, particularly with a view to the new Welfare Reform. Interesting for all digital inclusion and/or housing people.
Campaña que tiene como propósito concienciar a la población en el fortalecimiento de la seguridad ciudadana.
Mediante operativos preventivos se evitará el cometimiento de actos violentos o delictivos durante las festividades de carnaval.
Lograr que la provincia de Bolívar sea una de las más seguras del país, durante la concurrencia masiva de turistas nacionales e internacionales.
The document discusses different theories of narratives and storytelling. It defines a story as the content or events, while narrative refers to the way the story is told. It also describes Todorov's theory of narrative, which outlines that stories typically involve an initial equilibrium, a moment of disequilibrium that disrupts the balance, efforts to restore equilibrium as heroes struggle with the disequilibrium, and a new, tainted equilibrium. An example of this theory is analyzed through the trailer for the film "The Descent" from 2003.
This document proposes a mobile safety system for automobiles that uses Android operating system. The system has two main components: a safety device and an automobile base unit. The safety device allows users to monitor the vehicle's location on a map, check its status, and control functions remotely. It communicates with the base unit in the vehicle using GPRS. The base unit collects data from sensors, determines the vehicle's GPS location, and can execute control commands like activating the brakes or switching off the engine. The document provides details on the design and algorithms of both components and includes examples of Java code implementation. The goal is to create an intelligent, secure and easy-to-use mobile safety system for vehicles using embedded systems and Android
Lewis Jones is a 26-year-old case manager at Nissan Motor GB with over 6 years of experience in customer service roles. He has a BA with First Class Honours in War Studies from King's College London and an MA in Science and Security with Merit. His current role involves investigating high-level complaints and acting as a liaison between various parties. Previously he has worked in customer care roles at Beko and Mothercare dealing with escalated issues.
Egypt under the realm of military in the post-Arab SpringIbn Thaha
The document summarizes Egypt's political situation after the Arab Spring, including the adoption of a new constitution that grants the military greater authority, a referendum on the constitution that was criticized for not being free and fair, the dilemma faced by the Salafist party in participating in the political process, increased restrictions on press freedom including arrests of journalists, the Muslim Brotherhood being labeled a terrorist organization which closes doors to reconciliation and could push some members to violence, and the military regime's attempt to create a situation similar to the bloody conflict between the military and Islamists in Algeria in the 1990s.
O documento descreve os sintomas, tratamento e curiosidades sobre a dengue. A doença é transmitida por mosquitos infectados e pode ser fatal se a pessoa for picada novamente após já ter tido a doença anteriormente. Os sintomas incluem febre, dor de cabeça, dores musculares e manchas na pele. O tratamento é procurar um médico e não tomar remédios sem prescrição.
this was my project lab presentation. this presentation is about solid oxide fuel cell. i fabricated a single cell using LSGM as electrolyte, LSF as cathode and SMMM as Anode. this research consclusion was a single cell with 0.4 V potential cell was developed.
This document provides a process flow assessment and recommendations for implementing a bar code system at ABC Company. It analyzes the company's current material and data flows, identifies areas for improvement, and outlines a phased implementation plan. Recommendations include better utilizing existing manufacturing software, implementing process changes to facilitate bar code use, investing in new data collection hardware, and integrating bar codes across receiving, quality control, production, shipping and other functions to gain accuracy, productivity and cost savings.
The board meeting report discusses the Leadership Learning Community's strategic achievements over the past year in online engagement and publishing reports on leadership and race. Key metrics show growth in website visitors, social media followers, and downloads of the new leadership and race report. Moving forward, the organization plans to launch webinar series, hold targeted events, strengthen social media presence, and continue producing new content to engage its community.
The document discusses the present simple tense, present continuous tense, and stative verbs in English.
It provides the forms and usage of the present simple tense, including using it to talk about permanent situations, things that are always true, and things that happen regularly. It also lists time phrases that are often used with the present simple tense.
For the present continuous tense, it lists the forms and usage, including to talk about actions happening now, things that are not happening at the moment of speaking, things that happen often and are annoying, and plans for the future. It also lists time phrases used with the present continuous tense.
Finally, it discusses stative verbs like seem, belong, love, hate
CCVS provides support and training to small charities and community organizations in Cambridge. In the past year, they delivered over 400 hours of support through advice sessions, 69 training events attended by over 1200 people, and represented the sector at various meetings. Financially, CCVS increased their reserves to pre-pandemic levels through a small surplus. In the coming year, they aim to develop a strategic plan, expand their training offerings, implement a new volunteer platform, and strengthen relationships with partner organizations. Feedback from supported organizations emphasized the invaluable help, advice, and representation that CCVS provides.
The UCISA Annual Review highlights the progress we have made as a community in the last year, as we work to achieve the ambitions set out in our Strategic Plan 2022-27 – Building on Success, published in January this year.
This annual report summarizes WiLS' activities and accomplishments in 2020, a challenging year due to the COVID-19 pandemic. It discusses how WiLS supported members by transitioning services online, launching new digital resources, and awarding grants to promote innovative projects. It also outlines WiLS' strategic priorities for 2021, which include improving the member experience, highlighting its role as a connector, showcasing responsive services, and operationalizing its values around equity and inclusion.
The document provides an overview of UCISA's activities from June 2022 to May 2023. It discusses UCISA running 68 online events reaching over 7,500 members. 6 face-to-face conferences were held across the UK. UCISA also increased its representation work with suppliers and produced more resources for members. The outgoing chair reflects positively on UCISA's growth over the past 15 years and its strong financial position.
This document provides an overview of the activities of ucisa (Universities and Colleges Information Systems Association) from June 2020 to June 2021. It discusses how ucisa rapidly transitioned to an online operating model in response to the COVID-19 pandemic. Over this period, ucisa hosted 54 online events reaching over 4,100 delegates, compared to 16 events reaching 1,177 delegates in 2019. It also highlights ucisa's progress on its four strategic goals and the support provided to members during this challenging time.
Virginia Center for Inclusive Communities Yasir Afzal
In 24 hours, my team and I reviewed a brief to gain more visibility in the community and created a proposal for the nonprofit to better serve community members.
The document discusses the goals and services of Pursuant, a company that works with non-profits to help them better achieve their missions through strategic and technological expertise. It explains how Pursuant aims to help non-profits transform lives and also be transformed itself through client relationships. The document also provides an overview of Understanding Social Media and how social networks allow for two-way communication and collaboration both within and between organizations.
This white paper by Freddy Snijder first appeared as a blog post on Visionscapers.net/freddysnijder. It summarizes the vision and trends behind visionscapers.net and how we operate as a networked organization.
The document discusses different theories of narratives and storytelling. It defines a story as the content or events, while narrative refers to the way the story is told. It also describes Todorov's theory of narrative, which outlines that stories typically involve an initial equilibrium, a moment of disequilibrium that disrupts the balance, efforts to restore equilibrium as heroes struggle with the disequilibrium, and a new, tainted equilibrium. An example of this theory is analyzed through the trailer for the film "The Descent" from 2003.
This document proposes a mobile safety system for automobiles that uses Android operating system. The system has two main components: a safety device and an automobile base unit. The safety device allows users to monitor the vehicle's location on a map, check its status, and control functions remotely. It communicates with the base unit in the vehicle using GPRS. The base unit collects data from sensors, determines the vehicle's GPS location, and can execute control commands like activating the brakes or switching off the engine. The document provides details on the design and algorithms of both components and includes examples of Java code implementation. The goal is to create an intelligent, secure and easy-to-use mobile safety system for vehicles using embedded systems and Android
Lewis Jones is a 26-year-old case manager at Nissan Motor GB with over 6 years of experience in customer service roles. He has a BA with First Class Honours in War Studies from King's College London and an MA in Science and Security with Merit. His current role involves investigating high-level complaints and acting as a liaison between various parties. Previously he has worked in customer care roles at Beko and Mothercare dealing with escalated issues.
Egypt under the realm of military in the post-Arab SpringIbn Thaha
The document summarizes Egypt's political situation after the Arab Spring, including the adoption of a new constitution that grants the military greater authority, a referendum on the constitution that was criticized for not being free and fair, the dilemma faced by the Salafist party in participating in the political process, increased restrictions on press freedom including arrests of journalists, the Muslim Brotherhood being labeled a terrorist organization which closes doors to reconciliation and could push some members to violence, and the military regime's attempt to create a situation similar to the bloody conflict between the military and Islamists in Algeria in the 1990s.
O documento descreve os sintomas, tratamento e curiosidades sobre a dengue. A doença é transmitida por mosquitos infectados e pode ser fatal se a pessoa for picada novamente após já ter tido a doença anteriormente. Os sintomas incluem febre, dor de cabeça, dores musculares e manchas na pele. O tratamento é procurar um médico e não tomar remédios sem prescrição.
this was my project lab presentation. this presentation is about solid oxide fuel cell. i fabricated a single cell using LSGM as electrolyte, LSF as cathode and SMMM as Anode. this research consclusion was a single cell with 0.4 V potential cell was developed.
This document provides a process flow assessment and recommendations for implementing a bar code system at ABC Company. It analyzes the company's current material and data flows, identifies areas for improvement, and outlines a phased implementation plan. Recommendations include better utilizing existing manufacturing software, implementing process changes to facilitate bar code use, investing in new data collection hardware, and integrating bar codes across receiving, quality control, production, shipping and other functions to gain accuracy, productivity and cost savings.
The board meeting report discusses the Leadership Learning Community's strategic achievements over the past year in online engagement and publishing reports on leadership and race. Key metrics show growth in website visitors, social media followers, and downloads of the new leadership and race report. Moving forward, the organization plans to launch webinar series, hold targeted events, strengthen social media presence, and continue producing new content to engage its community.
The document discusses the present simple tense, present continuous tense, and stative verbs in English.
It provides the forms and usage of the present simple tense, including using it to talk about permanent situations, things that are always true, and things that happen regularly. It also lists time phrases that are often used with the present simple tense.
For the present continuous tense, it lists the forms and usage, including to talk about actions happening now, things that are not happening at the moment of speaking, things that happen often and are annoying, and plans for the future. It also lists time phrases used with the present continuous tense.
Finally, it discusses stative verbs like seem, belong, love, hate
CCVS provides support and training to small charities and community organizations in Cambridge. In the past year, they delivered over 400 hours of support through advice sessions, 69 training events attended by over 1200 people, and represented the sector at various meetings. Financially, CCVS increased their reserves to pre-pandemic levels through a small surplus. In the coming year, they aim to develop a strategic plan, expand their training offerings, implement a new volunteer platform, and strengthen relationships with partner organizations. Feedback from supported organizations emphasized the invaluable help, advice, and representation that CCVS provides.
The UCISA Annual Review highlights the progress we have made as a community in the last year, as we work to achieve the ambitions set out in our Strategic Plan 2022-27 – Building on Success, published in January this year.
This annual report summarizes WiLS' activities and accomplishments in 2020, a challenging year due to the COVID-19 pandemic. It discusses how WiLS supported members by transitioning services online, launching new digital resources, and awarding grants to promote innovative projects. It also outlines WiLS' strategic priorities for 2021, which include improving the member experience, highlighting its role as a connector, showcasing responsive services, and operationalizing its values around equity and inclusion.
The document provides an overview of UCISA's activities from June 2022 to May 2023. It discusses UCISA running 68 online events reaching over 7,500 members. 6 face-to-face conferences were held across the UK. UCISA also increased its representation work with suppliers and produced more resources for members. The outgoing chair reflects positively on UCISA's growth over the past 15 years and its strong financial position.
This document provides an overview of the activities of ucisa (Universities and Colleges Information Systems Association) from June 2020 to June 2021. It discusses how ucisa rapidly transitioned to an online operating model in response to the COVID-19 pandemic. Over this period, ucisa hosted 54 online events reaching over 4,100 delegates, compared to 16 events reaching 1,177 delegates in 2019. It also highlights ucisa's progress on its four strategic goals and the support provided to members during this challenging time.
Virginia Center for Inclusive Communities Yasir Afzal
In 24 hours, my team and I reviewed a brief to gain more visibility in the community and created a proposal for the nonprofit to better serve community members.
The document discusses the goals and services of Pursuant, a company that works with non-profits to help them better achieve their missions through strategic and technological expertise. It explains how Pursuant aims to help non-profits transform lives and also be transformed itself through client relationships. The document also provides an overview of Understanding Social Media and how social networks allow for two-way communication and collaboration both within and between organizations.
This white paper by Freddy Snijder first appeared as a blog post on Visionscapers.net/freddysnijder. It summarizes the vision and trends behind visionscapers.net and how we operate as a networked organization.
Voscur provides support and representation for voluntary and community organizations in Bristol. Over the past year, they have helped organizations become more sustainable through training programs and support services. Voscur also advocates for the sector and influences local decision-makers through roundtables, conferences, and responding to public consultations. A university study found that for every £1 invested in Voscur, it creates £11.82 in social value through the work of supported organizations. Going forward, Voscur plans to continue adapting services to meet members' needs and find new ways to represent the sector through community radio and networks.
Moving Mitchell Forward 2014 23 November 2014_lowresSharon Hutchinson
This document provides a strategic framework for Mitchell Shire Council to guide the organization over the next four years. The framework aims to establish a positive organizational culture with increased agility, capacity, and inspiration for employees to achieve excellence. Key themes of the framework include focusing on leadership, innovation, and partnerships to deliver high quality services to the growing community in a sustainable manner. The destination vision is for Mitchell Shire Council to be known for excellence through leadership, innovation, and partnership.
Co-production involves citizens and professionals sharing power and working together as equal partners to create support opportunities and drive social change. It acknowledges that people are experts in their own lives and enabling community support builds resilience. Co-production shifts the focus from fitting people into existing services to empowering them to achieve their own goals. A new Wales Co-production Network is proposed to help establish co-production as the norm for public services and drive the necessary cultural shift through collaboration between organizations.
On May 6, 2015, TRIEC hosted the Professional Immigrant Network (PINs) Annual Networking Event at the Arcadian Loft. Over 80 participants attended from 55 organizations including PINs associations, PINs partners and other TRIEC stakeholders.
1) The document discusses how charities and funders need to adapt to a digital world by embracing new technologies, skills, and ways of delivering services.
2) It emphasizes challenging traditional approaches and investing in disruptive innovations that could achieve greater social impact at larger scales.
3) The implications for funders include being open to new types of organizations, assessing digital initiatives, funding solutions over problems, and allowing for failure while encouraging flexibility and data-driven decision making.
The document discusses the London Voluntary and Community Services (LVSC) organization, which has championed and supported London's voluntary, community, and social enterprise sector since 1910. LVSC provides networking opportunities, conferences, training events, and other resources for its over 5,600 network members. It aims to create an information hub about social action in London and produces reports on issues impacting the sector. LVSC also works to build the capacity of organizations, deliver social change, and act as a strong voice for the sector through events, campaigns and partnerships.
The document discusses how the Xaverian Missionaries can leverage various forms of social media and Web 2.0 technologies to expand their reach and communicate their mission. It outlines the congregation's current online presence including their website, newsletter, blog, Facebook, Flickr, and YouTube pages. The document also identifies both advantages and challenges to greater use of these technologies, such as the opportunity to engage more people cost-effectively but also the need for ongoing technical support and content creation.
AmeriCorps Agency Engagement and Outreach Plan 2017Ted Miller
This document outlines a public engagement, outreach, and education plan for 2017 for the National Service and Social Innovation communities. The plan aims to increase awareness of programs like AmeriCorps, Senior Corps, and the Social Innovation Fund to energize supporters and increase investments. Key activities include participating in program focus weeks, adhering to branding requirements, and conducting public outreach. The plan provides opportunities to highlight community impact through stories and engage with stakeholders to demonstrate how national service strengthens communities.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
1.
“WHAT DO YOU
THINK ABOUT ONCE
YOU DON’T HAVE TO WORRY
ABOUT BANDWIDTH
ANYMORE?”
STRATEGIC PLAN 2016
ROSS WILSON
WISCNET BOARD OF DIRECTORS
2.
January 2011
n behalf of the WiscNet Board of Directors, it is my great pleasure to introduce you to our strategic plan for
the next five years.
A good friend once told me there is nothing that will tire an audience faster than presenting a strategic
plan to them. But this new plan has me excited and energized. It may be the Board’s best-ever direction-setting
effort. So let me grab just a couple of big ideas from the plan and challenge your imagination.
The first big idea is “Growing.” We’ve used the phrase “Grow Smart” for several years, most importantly to describe
our unlimited usage network participation pricing model and to signal our collective challenge to push the network
harder to produce new and innovative results. Our Grow Smart concepts remain in this plan but now Grow Smart
evolves yet again: All of the new plan’s goals push us to grow, grow, grow! We cannot be satisfied with what we have
done and we must keep pushing and go further as our members will need more services, more advanced technology,
and more tools. Grow, grow, grow smart! It is our mantra, our challenge and it really motivates us!
The Board also gave us a new vision statement, “We connect the World to Wisconsin and Wisconsin to the World!,”
which expresses the second big idea that I want to highlight: “Connecting.” The first half of the vision statement
(“…connect the World to Wisconsin …”) challenges us to provide many ways to readily connect our members, regardless
of location, to information from around the world. This is a big challenge but it’s also an important piece of what we
have done for many years. It’s the second half of the vision statement (“…connect…Wisconsin to the World”} however,
that is even more exciting, challenging and amazing. Through it, WiscNet asserts that Wisconsin is a valuable producer
of 21st
century innovations and that the World needs us to connect to our Wisconsin innovators and innovations.
We connect communities in new and innovative ways. We connect major universities with technical colleges, libraries,
and K12 schools, making us a 21st
century education powerhouse. We are actively bridging the divide between the
public-and private sectors. We connect hospitals to public safety experts in new, advanced ways. These are all
wonderful assets and their value goes well beyond Wisconsin’s border.
Our strategic plan sets out new goals for building more networks, connecting more people, and creating more services,
with all these goals directed to supporting our members as you grow and provide new services, new ideas, new
methods of teaching, and as we all serve the world. In short, our attitude towards our members and our common work
is “Grow Smart!”
I do hope that you find time in your busy schedules to read the entire plan, maybe over of a hot cup of tea or a cold
beer, as I am sure you will find things that catch your interest. I do think you will find goals whose pursuit will make
your jobs easier and more exciting. When you do find a goal that really strikes you, please feel free to share your
excitement with your fellow WiscNet Board directors, the folks around you, or with me. We would love to hear from
you.
Growing smarter together,
David J. Lois
Executive Director of Your WiscNet
O
3. STRATEGIC PLAN 2016
page 1
EXECUTIVE SUMMARY
Our mission is to fortify research, education, and public service with
advanced communication technologies. It is done in partnership.
It is accomplished by strengthening the association, the members, and the
communities to which we belong. It is championing the Wisconsin Idea by
advancing high-performance networks and services that extend member
resources throughout the state and beyond.
We connect the World to Wisconsin and Wisconsin to the World!
WISCNET 2016 GOALS
The goals described in this plan represent an evolutionary path that maintains the critical
components of our success, yet leads our association to grow and work together in new ways.
GROW THE PEOPLE NETWORK
We will connect the people in and around our association and help grow
collaborations that advance research, education and public service in Wisconsin
and beyond.
GROW MORE NETWORKS FOR WISCONSIN
We will continue to grow the advanced network infrastructure that our members
share. We will help our members and community partners grow and connect their
own advanced networks.
GROW SERVICES BEYOND THE NETWORK
We will partner with our members to adapt and grow their innovative solutions
into trusted services that other members will value. We will grow our service
portfolio by rapidly seeding and winnowing new services.
1.
2.
3.
4. STRATEGIC PLAN 2016
page 2
GROW THE PEOPLE NETWORK
WiscNet connects people. We create opportunities for our community to grow
collaborations and share strategies. We work together to articulate needs and then we
build connections, advance strategies and create services that solve the real-world
problems of our members.
Grow the Value of Membership
During our twenty plus years, we’ve seen at first
hand how a high degree of personal connection can
become the strength needed to drive innovation
and change. It is the WiscNet community that will
advance our mission and we will grow the value of
this asset by creating more opportunities for our
members to connect and work together.
We will connect people and nurture personal
connections through regular interactions that build
trust and camaraderie. We will accelerate
meaningful exchanges by helping the people in our
WiscNet community find and work with trusted
colleagues. Our members will connect through in-
person and over the network meetings, shared
learning opportunities and member-driven
exchanges for ideas and resources.
A well-designed “people network” lets the people
that our members serve and employ make simple
and intuitive use of our most valuable resource:
each other.
Engage Beginners and Experts
Every person brings both expertise and questions to
our table. We will not only provide beginners with
valuable opportunities to learn, but we will also
connect experts with trusted colleagues with whom
to share opinions, best practices and lessons
learned.
Since our people are the continuing source of our
community’s successes, our simple design is to
welcome all people to WiscNet.
1.
5. STRATEGIC PLAN 2016
page 3
Encourage Members to Innovate
When our community created WiscNet twenty plus
years ago, no one knew then what our members
would come to do now with the Internet. Similarly,
we have little idea now how we will use our
advanced networks in the coming ten to twenty
years.
But we will put the network to new uses. And we
are ready now to encourage and support our
members to continue “changing the game” to meet
their needs by pursuing innovative strategies.
We’re committed to a cycle of community
engagement, innovation, and advancement that
uses our “people network” to create, test and
deploy new services for our members.
Be Human
We appreciate that our membership includes a
wide range of personalities. We’ve learned to talk
directly with people and offer the same practical,
informal assistance that we would offer a neighbor
who asks a question. We know that we don’t know
everything and that no strategy is perfect, however
well-intentioned, but we will offer genuine service
with our members’ best interest in mind.
Good service maintains trust and establishing our
reliability starts with the basics. For example, we
will continue to ask for feedback and act on that
feedback. We’re also committed to regular,
effective, and open communications among our
staff, membership and board of directors.
6. STRATEGIC PLAN 2016
page 4
GROW MORE NETWORKS FOR WISCONSIN
During our twenty plus years together, our members have grown an advanced network
that moves tens of gigabits per second across Wisconsin and beyond. While we will
continue to grow our shared network, we will also take a thoughtful and strategic step
forward by working to grow other high-performance networks. We want to help our
members and community partners –- public and private -- grow and connect many
networks that will move hundreds of gigabits per second, enabling Wisconsin and our
communities to advance in the 21st
century and beyond.
Grow Community Area Networks
In brief, Community Area Networks are local
economic development opportunities through 21st
century technologies. They create a platform for
community-based services to make the public
sector more efficient and the private sector grow
locally. They connect the community in new and
innovative ways.
We anticipate (and encourage) a growing number
of our members to connect to each other through
advanced Community Area Networks. These
Community Area Networks are locally controlled
and will “scale up” cost-effectively to backbone
speeds that will support diverse organizations,
widespread facilities, and advanced applications.
The success of Community Area Networks will
depend on three factors: building a robust optical
fiber infrastructure for the community’s shared
region, growing a collaborative association of
community partners who will govern the network
and sharing resources in new and innovative ways
within the local public and private sectors.
To assist with these factors and build on WiscNet’s
membership strategy, we will support and offer
services to any Community Area Network
association, to which our members belong, that
wants to share network-based services that benefit
their institutional missions and their shared region.
2.
7. STRATEGIC PLAN 2016
page 5
Advance the WiscNet Network
Our multi-state backbone network will remain the
foundation for our WiscNet community and the
services we share. We will continue our strategy to
acquire and light optical fiber that allows us to
operate a highly scalable and economical backbone
network.
To meet the advanced needs of our members, we
will continue to augment our backbone network
with new optical paths, examine new technologies
and protocols, and upgrade our deployed
infrastructure.
Accelerate Global Communications
Our members want to push their research,
education and public service activities beyond
community and state borders. Our members also
want to establish global collaborations that draw
together national (and international) experts and
data. The WiscNet backbone network allows for
opportunities like these because it has a robust,
scalable multi-state infrastructure with multiple
international connections.
Our continuing roles in efforts like BOREAS-Net the
Northern Tier Network, the Great Plains Network,
and CIC OmniPoP will serve to strengthen our high-
speed regional, national and international
connections that engage our members globally.
Make U.S. UCAN a Success for
Wisconsin
Funded in 2010 by the Federal Broadband
Technology Opportunities Program, the United
States Unified Community Anchor Network (U.S.
UCAN) will become a nationwide advanced network
infrastructure that, together with state and
regional network partners (including WiscNet), will
enable the connection of America's community
anchor institutions to support advanced
applications not possible with today's typical
Internet service. U.S. UCAN fills a critical gap
linking community anchor institutions together into
a national, open network with next-generation
capabilities, operated with end-to-end
transparency and the highest levels of performance
uniquely suited to the needs of their communities.
As U.S. UCAN’s partner, and because it constitutes
a national endorsement of WiscNet’s model for
providing advanced network services to diverse
anchor institutions, we will serve our members’
strategic interests through influencing the policies
and leveraging the resources that U.S. UCAN will
deploy in Wisconsin and in our multi-state service
region.
Fulfill the National Broadband Plan
For Wisconsin
Twenty plus years ago, we brought the Internet to
Wisconsin by educating, promoting, developing,
and sharing everything we learned about this “new
Internet thing” with our public and private sectors.
The Internet changed the world and WiscNet
changed Wisconsin.
We now must leverage those lessons learned to join
with other statewide and community organizations
to successfully deploy universally available and
affordable advanced broadband to all Wisconsin
communities. Our guide here will be the Federal
8. STRATEGIC PLAN 2016
page 6
Communications Commission’s National Broadband
Plan.
The National Broadband Plan asserts that
Americans do not have access to universally
available and affordable advanced broadband
services, and hence, we will continue to lose our
local, regional and global competitiveness until and
unless we provide such services.
We believe that the WiscNet community must
contribute our knowledge and resources to press
for the implementation of the National Broadband
Plan in Wisconsin.
Achieve Broadband Success
Through Public/Private Partnerships
A common strategic theme articulated in the
National Broadband Plan and the Federal
Broadband Technology Opportunities Program is
that “comprehensive community broadband
infrastructures” should use public/private
partnerships to meet our advanced broadband
needs.
To fully succeed in achieving our WiscNet
community’s growth strategies, we will develop
relationships with private partners who want to
cooperate on building a shared advanced
broadband infrastructure. Serving the needs of our
community anchor institutions requires access to
optical fiber infrastructure. Whether it's built or
bought, we are eager to work with our private
partners to make innovation happen.
Key to fostering this innovation is embracing the
principles of network openness. The best way to
accomplish our mutual goals is to support networks
owned by communities and build partnerships open
to public and private providers on the same open
infrastructure. As our community roads bear
multiple public and private purposes so too should
our networks.
Build Community Capacity
With Our Members
As Community Area Networks grow in Wisconsin, we
will work with our members to build community
capacity through broadband. We will rely on and
support our members in our common efforts toward
sustainable and widespread community broadband
adoption.
We’re committed to working closely with our
charter member University of Wisconsin-Extension
to use their statewide expertise in economic
development, leadership capacity-building, and
community education to move broadband adoption
forward. During 2011 and 2012, UW-Extension and
WiscNet staff will work with our members in five
Wisconsin regions to develop and demonstrate
models for sustainable community broadband
adoption. We will continue to grow our
relationship with UW-Extension and want to grow
similar strategic partnerships with other WiscNet
members.
We look forward to helping our research and
education members form community partnerships
with our hospital and local government members to
extend and sustain advanced broadband capacity to
Wisconsin communities.
9. STRATEGIC PLAN 2016
page 7
GROW SERVICES BEYOND THE NETWORK
Our members trust our association to deliver and sustain a robust, cost-effective network.
By relying upon and prudently developing this trust among our members, we want to grow
new services that will make full use of an advanced ubiquitous network infrastructure.
While the network will remain a top priority, we will take a fresh analysis of our core
competencies in order to develop new services for and beyond the network.
Extend Foundational Partnerships
WiscNet members are tremendous engines of
productivity, and our association is in the position
to partner with our members to extend their
services beyond their organization. Similar to the
model developed for network services, we will
enable and encourage our members to leverage
WiscNet to provide valuable services to other
WiscNet members.
Take as an example data centers. Many of our
members have robust, well-developed data centers
that their business officers see only as cost centers.
Many of our other members, however, need data
center services like co-location and virtual
services. As a trusted intermediary, we could
provide front and back office services to connect
both people and strategies, satisfying the need for
offsite data center services while providing a
revenue stream to members with data centers.
Evolve Member Services
Recognizing that both failure and success are
opportunities for growth, we will learn from our
failures and embrace our successes in order to
develop WiscNet’s portfolio of services.
After a careful evaluation of our members’ needs,
we will adopt a “fail fast” approach to the creation
of new services. This means we will try many new
services (and some will fail), learn, try more and do
3.
10. STRATEGIC PLAN 2016
page 8
it fast. We will adopt the “fail fast” approach to
develop four to five new services per year.
Establish Permission to Exit
Our services are expressly designed to provide the
capacity, reliability, robustness, technical support
and exclusive advanced network access that our
member organizations require. Over the years, we
have added and subtracted services. It is in the
best interest of our members that the services
currently in production undergo continuous
evaluation.
To do this, we must give ourselves the permission
to exit a service gracefully.
Each production service should have a value
portfolio and exit strategy updated annually. The
value portfolio will list the service goals and the
benefits of the service to our members, balanced
against the costs of the service. This is the set of
qualitative and quantitative metrics by which the
service’s success is measured. We carry out the
exit strategy when the metrics do not satisfy the
goals.
Explore Services for People
Traditionally, we have offered services to member
organizations. We recognize that one of our core
strengths is connecting people; therefore, WiscNet
will explore services intended specifically for the
people that our members serve and employ.
There are many people in our member
organizations with whom we do not have
relationships that they value. If we look deeper
into each organization there are a number of
researchers, teachers, staff and individuals that are
capable of using WiscNet services. WiscNet
members may wish to consider using our front and
back office to provide services deeper into their
organization.
740 Regent Street
Madison, WI 53715
Phone: 608.265.6761
Fax: 608.262.9085
E-Mail: info@wiscnet.net
Web: www.wiscnet.net