It's Not a Matter of Time: Highlights From the 2011 Competency-Based Learning Summit

Outlines discussions about the potential and challenges of competency-based learning in transforming the current time-based system, including issues of accountability, equity, personalization, and aligning policy and practice. Includes case summaries

When Failure Is Not an Option: Designing Competency-Based Pathways for Next Generation Learning

Proposes an online learning-assisted model in which students advance by demonstrating mastery of subjects based on clear, measurable objectives and meaningful assessments. Examines innovation drivers, challenges, and philanthropic opportunities

Organising water: The hidden role of intermediary work

ABSTRACT: The increasingly complex challenges of making water management more sustainable require a critical and detailed understanding of the social organisation of water. This paper examines the hitherto neglected role that 'intermediary' organisations play in reshaping the relations between the provision and use of water and sanitation services. In response to new regulatory, environmental, social, and commercial pressures the relationships between water utilities, consumers, and regulators are changing, creating openings for both new and existing organisations to take on intermediary functions. Drawing on recent EU-funded research we provide the first systematic analysis of intermediary organisations in the European water sector, examining the contexts of their emergence, the ways they work, the functions they perform, and the impacts they can have. With a combination of conceptual and empirical analysis we substantiate and elaborate the case for appreciating the often hidden work of intermediaries. We caution, however, against over-simplistic conclusions on harnessing this potential, highlighting instead the need to reframe perspectives on how water is organised to contemplate actor constellations and interactions beyond the common triad of provider, consumer, and regulator

The National Dialogue on the Quadrennial Homeland Security Review

Six years after its creation, the Department of Homeland Security (DHS) undertook the first Quadrennial Homeland Security Review (QHSR) to inform the design and implementation of actions to ensure the safety of the United States and its citizens. This review, mandated by the Implementing the 9/11 Commission Recommendations Act of 2007, represents the first comprehensive examination of the homeland security strategy of the nation. The QHSR includes recommendations addressing the long-term strategy and priorities of the nation for homeland security and guidance on the programs, assets, capabilities, budget, policies, and authorities of the department.Rather than set policy internally and implement it in a top-down fashion, DHS undertook the QHSR in a new and innovative way by engaging tens of thousands of stakeholders and soliciting their ideas and comments at the outset of the process. Through a series of three-week-long, web-based discussions, stakeholders reviewed materials developed by DHS study groups, submitted and discussed their own ideas and priorities, and rated or "tagged" others' feedback to surface the most relevant ideas and important themes deserving further consideration.Key FindingsThe recommendations included: (1) DHS should enhance its capacity for coordinating stakeholder engagement and consultation efforts across its component agencies, (2) DHS and other agencies should create special procurement and contracting guidance for acquisitions that involve creating or hosting such web-based engagement platforms as the National Dialogue, and (3) DHS should begin future stakeholder engagements by crafting quantitative metrics or indicators to measure such outcomes as transparency, community-building, and capacity

Value-driven partner search for <i>Energy from Waste</i> projects

Energy from Waste (EfW) projects require complex value chains to operate effectively. To identify business partners, plant operators need to network with organisations whose strategic objectives are aligned with their own. Supplier organisations need to work out where they fit in the value chain. Our aim is to support people in identifying potential business partners, based on their organisation’s interpretation of value. Value for an organisation should reflect its strategy and may be interpreted using key priorities and KPIs (key performance indicators). KPIs may comprise any or all of knowledge, operational, economic, social and convenience indicators. This paper presents an ontology for modelling and prioritising connections within the business environment, and in the process provides means for defining value and mapping these to corresponding KPIs. The ontology is used to guide the design of a visual representation of the environment to aid partner search

Fashion Education in Sustainability: Change Through Experiential Crossings

Sustainability is distinguished by its multidimensional, messy, big and small transformational change processes that impact the world on all scales and timelines that are both short and long. This is, whilst challenging, full of diverse possibilities. To be path makers and navigators through this complexity requires us to teach and learn skills, knowledge and understanding of our relationships with each other and with our natural world. It requires us to hone our skills of imagination as well as our practical skills of creation and communication. Education for sustainability offers us a means to unlock the current fashion educational paradigm, which has become, in many cases, a service led model of educational provision for current business functions. It offers the means to change towards education that is based on a nurturing of culture, creativity and critical thinking, so that we are capable of responding to global and local contexts to contribute towards thriving societies, cultures and economies. The places, players, and their roles in this process differ substantially from traditional fashion education hierarchical models. This paper explores this changing paradigm through a case study at London College of Fashion, guided by Dilys Williams, Director Centre for Sustainable Fashion. The project worked with thirty undergraduate students across disciplines in fashion design and communication, their tutors, and a world leading sportswear brand’s design, communication and education teams. The author has developed an experiential and reflexive learning process through a number of iterations to explore design for sustainability (DfS) through teaching and learning methods that visualize our interdependence, support a mutual learning environment, and begin to explore cause and effect of our actions and interactions. This project engages this approach to explore ways in which the business could de-couple success from the throughput of material goods through this project based in the UK and the US

Study supporting the interim evaluation of the innovation principle. Final Report November 2019

The European Commission has recognised the importance of a more innovation- oriented EU acquis, gradually exploring the ways in which EU rules can support innovation. The ‘innovation principle’ was introduced to ensure that whenever policy is developed, the impact on innovation is fully assessed. However, as further discussed in this Study, the exact contours of the innovation principle have been shaped very gradually within the context of the EU better regulation agenda: originally advocated by industry in the context of the precautionary principle, the innovation principle has gradually been given a more articulate and consistent role, which aims at complementing the precautionary principle by increasing the salience of impacts on innovation during all phases of the policy cycle. This Study presents an evaluation of the current implementation of the innovation principle, limited to two of its three components, i.e. the Research and Innovation Tool included in the Better Regulation Toolbox, and the innovation deals. As a preliminary caveat, it is important to recall that the implementation of the innovation principle is still in its infancy, and thus the Study only represents a very early assessment of the extent to which the innovation principle is being correctly implemented, and whether changes would be required to make the principle more effective and useful in the context of the EU better regulation agenda. The main finding is that the innovation principle has the potential to contribute to the quality and future-proof nature of EU policy, but that significant changes and effort will be needed for this potential to fully materialise. The most evident areas for improvement are related to the lack of a clear legal basis, the lack of a widely acknowledged definition, the lack of awareness among EU officials and stakeholders, and the lack of adequate skills among those that are called to implement the innovation principle. As a result of these problems, the impact of the innovation principle on the innovation-friendliness of the EU acquis has been limited so far. The Commission should clarify in official documents that the Innovation principle does not entail a de- regulatory approach, and is not incompatible with the precautionary principle: this would also help to have the principle fully recognised and endorsed by all EU institutions, as well as by civil society, often concerned with the possible anti-regulatory narrative around the innovation principle in stakeholder discussions. Apart from clarifications, and further dissemination and training, major improvements are possible in the near future, especially if the innovation principle is brought fully in line with the evolving data-driven nature of digital innovation and provides more guidance to the Commission on how to design experimental regulation, including inter alia so-called ‘regulatory sandboxes’. Finally, the Commission should ensure that the innovation principle is given prominence with the transition to the Horizon Europe programme, in particular due to the anticipated launch of ‘missions’ in key domains

Shared Value in Chile: Increasing Private Sector Competitiveness by Solving Social Problems

Over the last few decades, Chile has experienced rapid and sustained economic, social, and institutional development. Crucial challenges remain, however, in the form of social inequity, lack of opportunity, mistrust, and social unrest. The Chilean private sector is at an inflection point in its relationship with society. The corporate sector has both contributed to and benefited from the growth and development of the last decades, but remaining social challenges pose significant constraints to the continued growth of the private sector. High levels of mistrust regarding the role of business in society reflect a widespread belief that profit making activities are merely a demonstration of corporate greed. The Chilean private sector faces a frequently antagonistic relationship with government and civil society that will likely worsen unless companies are able to find ways to authentically link their businesses to efforts to solve Chile's social problems. On the other hand, if government and civil society conclude that the private sector has no contribution to make to the country's social and economic development strategy, Chile will squander an important engine for creating shared prosperity. The good news is that there does not need to be a trade-off between private sector competitiveness and greater prosperity for all Chileans. Shared value, a concept explained in Harvard Professor Michael Porter and Mark Kramer's Harvard Business Review articles, suggests an approach for companies to increase their competitiveness and profitability by helping to solve social problems. The public sector and civil society can increase the social benefits from shared value by thoughtfully partnering with the private secto