Moving Forward as a Family: Crafting a 2-Generation Strategy for Central Texas, PRP 192

United Way for Greater Austin commissioned this policy research project to guide their focus on helping low socioeconomic families achieve greater financial stability through the development of a Two-Generation (2-Gen) strategy for the Central Texas region. Two-Gen programs emphasize the importance of education as a means for better economic outcomes. High-quality early childhood education programs allow children to make critical neural connections during a period of substantial growth and development, ultimately better preparing them for pre-kindergarten programs and academic success in subsequent years. Adults working low-paying jobs encounter barriers to career advancement due to lacking credentials or relevant education. It is not uncommon for parents working long hours for low wages to have at least one child in need of high-quality early childhood education, yet they are unable to enroll their child in such programs due to issues such as cost, transportation, and time away from work. Two-Gen programs seek to resolve the issues complicating this problem of financial instability by providing high-quality educational and training programs for both parents and children, which are even more effective when intentionally coordinated so that the family develops as a single unit in a positive direction. The research consisted of a literature review; a program scan at the local, state, and federal levels; and site visits within Austin, Dallas, and San Antonio, as well as Boston and Miami. Data collected specific to the Central Texas region include a labor market analysis, a needs assessment, and a mapping of current organizational assets. Obtaining and analyzing this data allowed the team to better understand 2-Gen program development, outcomes, impact measurements, and areas for improvement. The research team developed practical applications for the information collected, ultimately contributing to the proposed anti-poverty strategy through the intentional coordination of 2-Gen services by leveraging existing organizational assets to best address the area’s most salient needs. In addition, the team proposed an evaluation strategy involving cost-benefit equations, program evaluation metrics, and a screening tool to predict the likelihood of a program achieving successful outcomes. The report concludes with policy recommendations at the local, state, and federal levels, as well as a summary of the populations affected by financial instability and future directions for this field.United Way for Greater AustinPublic Affair

The Digital Transformation of Automotive Businesses: THREE ARTEFACTS TO SUPPORT DIGITAL SERVICE PROVISION AND INNOVATION

Digitalisation and increasing competitive pressure drive original equipment manufacturers (OEMs) to switch their focus towards the provision of digital services and open-up towards increased collaboration and customer integration. This shift implies a significant transformational change from product to product-service providers, where OEMs realign themselves within strategic, business and procedural dimensions. Thus, OEMs must manage digital transformation (DT) processes in order to stay competitive and remain adaptable to changing customer demands. However, OEMs aspiring to become participants or leaders in their domain, struggle to initiate activities as there is a lack of applicable instruments that can guide and support them during this process. Compared to the practical importance of DT, empirical studies are not comprehensive. This study proposes three artefacts, validated within case companies that intend to support automotive OEMs in digital service provisioning. Artefact one, a layered conceptual model for a digital automotive ecosystem, was developed by means of 26 expert interviews. It can serve as a useful instrument for decision makers to strategically plan and outline digital ecosystems. Artefact two is a conceptual reference framework for automotive service systems. The artefact was developed based on an extensive literature review, and the mapping of the business model canvas to the service system domain. The artefact intends to assist OEMs in the efficient conception of digital services under consideration of relevant stakeholders and the necessary infrastructures. Finally, artefact three proposes a methodology by which to transform software readiness assessment processes to fit into the agile software development approach with consideration of the existing operational infrastructure. Overall, the findings contribute to the empirical body of knowledge about the digital transformation of manufacturing industries. The results suggest value creation for digital automotive services occurs in networks among interdependent stakeholders in which customers play an integral role during the services’ life-cycle. The findings further indicate the artefacts as being useful instruments, however, success is dependent on the integration and collaboration of all contributing departments.:Table of Contents Bibliographic Description II Acknowledgment III Table of Contents IV List of Figures VI List of Tables VII List of Abbreviations VIII 1 Introduction 1 1.1 Motivation and Problem Statement 1 1.2 Objective and Research Questions 6 1.3 Research Methodology 7 1.4 Contributions 10 1.5 Outline 12 2 Background 13 2.1 From Interdependent Value Creation to Digital Ecosystems 13 2.1.1 Digitalisation Drives Collaboration 13 2.1.2 Pursuing an Ecosystem Strategy 13 2.1.3 Research Gaps and Strategy Formulation Obstacles 20 2.2 From Products to Product-Service Solutions 22 2.2.1 Digital Service Fulfilment Requires Co-Creational Networks 22 2.2.2 Enhancing Business Models with Digital Services 28 2.2.3 Research Gaps and Service Conception Obstacles 30 2.3 From Linear Development to Continuous Innovation 32 2.3.1 Digital Innovation Demands Digital Transformation 32 2.3.2 Assessing Digital Products 36 2.3.3 Research Gaps and Implementation Obstacles 38 3 Artefact 1: Digital Automotive Ecosystems 41 3.1 Meta Data 41 3.2 Summary 42 3.3 Designing a Layered Conceptual Model of a Digital Ecosystem 45 4 Artefact 2: Conceptual Reference Framework 79 4.1 Meta Data 79 4.2 Summary 80 4.3 On the Move Towards Customer-Centric Automotive Business Models 83 5 Artefact 3: Agile Software Readiness Assessment Procedures 121 5.1 Meta Data 121 5.2 Meta Data 122 5.3 Summary 123 5.4 Adding Agility to Software Readiness Assessment Procedures 126 5.5 Continuous Software Readiness Assessments for Agile Development 147 6 Conclusion and Future Work 158 6.1 Contributions 158 6.1.1 Strategic Dimension: Artefact 1 158 6.1.2 Business Dimension: Artefact 2 159 6.1.3 Process Dimension: Artefact 3 161 6.1.4 Synthesis of Contributions 163 6.2 Implications 167 6.2.1 Scientific Implications 167 6.2.2 Managerial Implications 168 6.2.3 Intelligent Parking Service Example (ParkSpotHelp) 171 6.3 Concluding Remarks 174 6.3.1 Threats to Validity 174 6.3.2 Outlook and Future Research Recommendations 174 Appendix VII Bibliography XX Wissenschaftlicher Werdegang XXXVII Selbständigkeitserklärung XXXVII

The Critical Role of Public Charging Infrastructure

Editors: Peter Fox-Penner, PhD, Z. Justin Ren, PhD, David O. JermainA decade after the launch of the contemporary global electric vehicle (EV) market, most cities face a major challenge preparing for rising EV demand. Some cities, and the leaders who shape them, are meeting and even leading demand for EV infrastructure. This book aggregates deep, groundbreaking research in the areas of urban EV deployment for city managers, private developers, urban planners, and utilities who want to understand and lead change

Utilizing Economic and Environmental Data from the Desalination Industry as a Progressive Approach to Ocean Thermal Energy Conversion (OTEC) Commercialization

Ocean Thermal Energy Conversion (OTEC) is a renewable energy technology that has to overcome several key challenges before achieving its ultimate goal of producing baseload power on a commercial scale. The economic challenge of deploying an OTEC plant remains the biggest barrier to implementation. Although small OTEC demonstration plants and recent advances in subsystem technologies have proven OTEC’s technical merits, the process still lacks the crucial operational data required to justify investments in large commercial OTEC plants on the order of 50-100 megawatts of net electrical power (MWe-net). A pre-commercial pilot plant on the order of 5-10 MWe-net is required for an OTEC market to evolve. In addition to the economic challenge,OTEC plants have potential for adverse environmental impacts from redistribution of nutrients and residual chemicals in the discharge plume. Although long-term operational records are not available for commercial sizeOTEC plants, synergistic operational data can be leveraged from the desalination industry to improve the potential for OTEC commercialization. Large capacity desalination plants primarily use membranes or thermal evaporator tubes to transform enormous amounts of seawater into freshwater. Thermal desalination plants in particular possess many of the same technical, economic, and environmental traits as a commercial scale OTEC plant. Substantial long-term economic data and environmental impact results are now widely available since commercial desalination began in the 1950s. Analysis of this data indicates that the evolution of the desalination industry could be akin to the potential future advancement of OTEC. Furthermore, certain scenarios exist where a combined OTEC-desalination plant provides a new opportunity for commercial plants. This paper seeks to utilize operational data from the desalination industry as a progressive approach towards OTEC commercialization

Internal report cluster 1: Urban freight innovations and solutions for sustainable deliveries (3/4)

Technical report about sustainable urban freight solutions, part 3 of

Insights from the Inventory of Smart Grid Projects in Europe: 2012 Update

By the end of 2010 the Joint Research Centre, the European Commission’s in-house science service, launched the first comprehensive inventory of smart grid projects in Europe1. The final catalogue was published in July 2011 and included 219 smart grid and smart metering projects from the EU-28 member states, Switzerland and Norway. The participation of the project coordinators and the reception of the report by the smart grid community were extremely positive. Due to its success, the European Commission decided that the project inventory would be carried out on a regular basis so as to constantly update the picture of smart grid developments in Europe and keep track of lessons learnt and of challenges and opportunities. For this, a new on-line questionnaire was launched in March 2012 and information on projects collected up to September 2012. At the same time an extensive search of project information on the internet and through cooperation links with other European research organizations was conducted. The resulting final database is the most up to date and comprehensive inventory of smart grids and smart metering projects in Europe, including a total of 281 smart grid projects and 90 smart metering pilot projects and rollouts from the same 30 countries that were included in the 2011 inventory database. Projects surveyed were classified into three categories: R&D, demonstration or pre-deployment) and deployment, and for the first time a distinction between smart grid and smart metering projects was made. The following is an insight into the 2012 report.JRC.F.3-Energy securit

Mega-project engineering-management processes: pre-planning phase evaluation for construction and mining

Mega-projects internationally continue to experience time and cost overruns. Addressing the pre-planning phase has been assessed as a key requirement. This research-project presents two KSA mega-project resources case-studies towards an evaluation of the management-processes applied at the preplanning, design, construction and design phases to clarify procedure and recommend improvement. Findings note the impact of Stage-Gate Process, Gate-keeper approval, and scope-change processes. Recommendations for a best practice stakeholder guide are developed towards best practice

Survey in Smart Grid and Smart Home Security: Issues, Challenges and Countermeasures

The electricity industry is now at the verge of a new era. An era that promises, through the evolution of the existing electrical grids to Smart Grids, more efficient and effective power management, better reliability, reduced production costs and more environmentally friendly energy generation. Numerous initiatives across the globe, led by both industry and academia, reflect the mounting interest around the enormous benefits but also the great risks introduced by this evolution. This paper focuses on issues related to the security of the Smart Grid and the Smart Home, which we present as an integral part of the Smart Grid. Based on several scenarios we aim to present some of the most representative threats to the Smart Home / Smart Grid environment. The threats detected are categorized according to specific security goals set for the Smart Home/Smart Grid environment and their impact on the overall system security is evaluated. A review of contemporary literature is then conducted with the aim of presenting promising security countermeasures with respect to the identified specific security goals for each presented scenario. An effort to shed light on open issues and future research directions concludes the paper