State of Iowa Cybersecurity Strategy, July 2016

On December 21, 2015, Governor Branstad issued Executive Order 87 (EO87); a cybersecurity initiative for the State of Iowa. The executive order establishes a multi-agency partnership, the EO87 Leadership Team, with the Office of the Chief Information Officer, Iowa National Guard, Department of Public Safety, Iowa Communications Network, and the Iowa Homeland Security and Emergency Management Department. The order directs these agencies to develop a comprehensive cybersecurity strategy which addresses lifeline critical infrastructure, risk assessments, best practices, awareness training, public education and communication, collaboration, K-12 and higher education, data breach notifications, and incident response planning to protect the citizens of Iowa and Iowa businesses. The EO87 Leadership Team, along with several key partners, worked diligently over the last six months to prepare recommendations that will have a direct and sustainable impact on protecting lifeline critical infra-structure, reducing risk to government operations, and creating sustainable partnerships in cybersecurity

PENGEMBANGAN SUMBER DAYA MANUSIA PERTANIAN PADA ERA DISRUPSI: UPAYA MENDUKUNG AGRIBISNIS INKLUSIF

Inclusive and sustainable agribusiness development in the disruption era requires fundamental adaptation. Major changes in community’s activities take place from the real world to virtual activities. One of the urgent needs in inclusive and sustainable agribusiness development is agricultural human resources able to anticipate changes and successfully adapt to those changes. This paper aims to explore changes in the agribusiness order, challenges in the extension system and agricultural human resource development going forward.  Scientific review analysis shows that there are physical business cost savings, open and direct new markets, development of internet-based online shop services with smarter, easier, faster, more efficient, and more accurate transaction processes. The agribusiness system requires a new management system with more competitive human resources capacity. Three instruments for developing agricultural human resources are: (1) prioritizing skill improvement and providing infrastructure for information and communication technology (ICT), (2) capability of extension workers and researchers in creating, socializing and implementing inclusive technology with digital literacy, (3) training the farmers with ICT-based production skills, building partnerships, and accessing big data and information in accordance with their current. Accelerating instrument operations needs champions or youth driving agent

Green revolution 2.0: a sustainable energy path

This repository item contains a single issue of Sustainable Development Insights, a series of short policy essays that began publishing in 2008 by the Boston University Frederick S. Pardee Center for the Study of the Longer-Range Future. The series seeks to promote a broad interdisciplinary dialogue on how to accelerate sustainable development at all levels.The Green Revolution in agriculture greatly increased crop yields and averted mass starvation, but it also turned small farms into factory farms that concentrated production in a few locations and reduced the diversity of crops. In this paper, Professor Nalin Kulatilaka, Co-Director of BU’s Clean Energy & Environmental Sustainability Initiative, calls for a Green Energy Revolution that decentralizes energy supplies through a smart electricity network. He argues that such a revolution could provide for a diversity of energy sources located closer to users, which in turn could shift consumption patterns, reduce losses and decrease overall energy demand. He concludes that shifting to such a system “will adopt clean energy technologies while fostering new businesses, creating new jobs and ultimately empowering society to reach new heights in energy conservation and sustainability“

Public Participation GIS for sustainable urban mobility planning: methods, applications and challenges

Sustainable mobility planning is a new approach to planning, and as such it requires new methods of public participation, data collection and data aggregation. In the article we present an overview of Public Participation GIS (PPGIS) methods with potential use in sustainable urban mobility planning. We present the methods using examples from two recent case studies conducted in Polish cities of Poznań and Łodź. Sustainable urban mobility planning is a cyclical process, and each stage has different data and participatory requirements. Consequently, we situate the PPGIS methods in appropriate stages of planning, based on potential benefits they may bring into the planning process. We discuss key issues related to participant recruitment and provide guidelines for planners interested in implementing methods presented in the paper. The article outlines future research directions stressing the need for systematic case study evaluation

Building a Learning Organization

{Excerpt} A learning organization values the role that learning can play in developing organizational effectiveness. It demonstrates this by having an inspiring vision for learning and a learning strategy that will support the organization in achieving its vision. For organizations wishing to remain relevant and thrive, learning better and faster is critically important. Many organizations apply quick and easy fixes often driven by technology. Most are futile attempts to create organizational change. However, organizational learning is neither possible nor sustainable without understanding what drives it. The figure below shows the subsystems of a learning organization: organization, people, knowledge, and technology. Each subsystem supports the others in magnifying the learning as it permeates across the system

Proceedings of the African Diaspora Conference on Sustainable Development

The authors urge the Western donor organizations to facilitate and support the take up of such more sustainable models

Transition UGent: a bottom-up initiative towards a more sustainable university

The vibrant think-tank ‘Transition UGent’ engaged over 250 academics, students and people from the university management in suggesting objectives and actions for the Sustainability Policy of Ghent University (Belgium). Founded in 2012, this bottom-up initiative succeeded to place sustainability high on the policy agenda of our university. Through discussions within 9 working groups and using the transition management method, Transition UGent developed system analyses, sustainability visions and transition paths on 9 fields of Ghent University: mobility, energy, food, waste, nature and green, water, art, education and research. At the moment, many visions and ideas find their way into concrete actions and policies. In our presentation we focused on the broad participative process, on the most remarkable structural results (e.g. a formal and ambitious Sustainability Vision and a student-led Sustainability Office) and on recent actions and experiments (e.g. a sustainability assessment on food supply in student restaurants, artistic COP21 activities, ambitious mobility plans, food leftovers projects, an education network on sustainability controversies, a transdisciplinary platform on Sustainable Cities). We concluded with some recommendations and reflections on this transition approach, on the important role of ‘policy entrepreneurs’ and student involvement, on lock-ins and bottlenecks, and on convincing skeptical leaders