Community as Canvas: The Power of Culture in the Emergence of Intelligent Communities

Intelligent Communities are cities and regions that use information and communications technologies (ICT) to build prosperous economies, solve social problems and enrich their cultures in the 21st Century. Many people are familiar with the concept of the Smart City, which turns to technology for solutions to problems from traffic congestion to leakage from water mains, public safety to parking tickets. The Intelligent Community is the next evolutionary step. Intelligent Communities turn to technology not just to save money or make things work better: they create high quality employment, increase citizen participation and make themselves great places to live, work, start a business and prosper across generations.Each year, the Forum presents an awards program for Intelligent Communities. The program salutes their achievements in building those inclusive, prosperous economies on a foundation of ICT. In the process, it gathers data for ICF's research programs, which the Forum shares with other communities around the world.The Awards are divided into three phases,and the analysis becomes more detailed andrigorous at each successive stage

KOMPETENSI KEPALA SEKOLAH ABAD 21: SEBUAH TINJAUAN TEORETIS

The purpose of this study was to determine the competencies that principals must have in the 21st Century. Writing this article uses the literature review method, is there a qualitative descriptive data analysis technique by looking for theoretical references relevant to the cases or problems found. Based on the results of the analysis, the conclusions that answer the problem of this research are (1) the principal is someone who is given the task of leading a school, (2) the intended leadership is the ability to influence organizationalresources to move to follow orders to achieve goals (4) effective principal'sleadership in terms of entrepreneurial leadership, exemplary, intelligent, anddemocratic, (4) the 21st century is the era of technological advances in the fields of information, communication, and transportation, (5) the characteristics the 21st century which are available access anytime, faster computing, and communication that can be done from anywhere and anywhere, (6) Competencies that principals must have to face the 21st century, namely dimensions of personality,managerial, entrepreneurial, supervision, and social competence

Funding Media, Strengthening Democracy: Grantmaking for the 21st Century

Despite the pervasiveness of media, the amount of philanthropic dollars in support of public interest media remains minuscule and, therefore largely ineffective. The report, based on a survey of the the funding sector, calls on philanthropists to embrace a practice of transparency and information sharing via technology, to determine how existing funds are being used and how they can best be leveraged to increase philanthropic impact within the media field

Urban management revolution: intelligent management systems for ubiquitous cities

A successful urban management support system requires an integrated approach. This integration includes bringing together economic, socio-cultural and urban development with a well orchestrated transparent and open decision making mechanism. The paper emphasises the importance of integrated urban management to better tackle the climate change, and to achieve sustainable urban development and sound urban growth management. This paper introduces recent approaches on urban management systems, such as intelligent urban management systems, that are suitable for ubiquitous cities. The paper discusses the essential role of online collaborative decision making in urban and infrastructure planning, development and management, and advocates transparent, fully democratic and participatory mechanisms for an effective urban management system that is particularly suitable for ubiquitous cities. This paper also sheds light on some of the unclear processes of urban management of ubiquitous cities and online collaborative decision making, and reveals the key benefits of integrated and participatory mechanisms in successfully constructing sustainable ubiquitous cities

Bioengineered Textiles and Nonwovens – the convergence of bio-miniaturisation and electroactive conductive polymers for assistive healthcare, portable power and design-led wearable technology

Today, there is an opportunity to bring together creative design activities to exploit the responsive and adaptive ‘smart’ materials that are a result of rapid development in electro, photo active polymers or OFEDs (organic thin film electronic devices), bio-responsive hydrogels, integrated into MEMS/NEMS devices and systems respectively. Some of these integrated systems are summarised in this paper, highlighting their use to create enhanced functionality in textiles, fabrics and non-woven large area thin films. By understanding the characteristics and properties of OFEDs and bio polymers and how they can be transformed into implementable physical forms, innovative products and services can be developed, with wide implications. The paper outlines some of these opportunities and applications, in particular, an ambient living platform, dealing with human centred needs, of people at work, people at home and people at play. The innovative design affords the accelerated development of intelligent materials (interactive, responsive and adaptive) for a new product & service design landscape, encompassing assistive healthcare (smart bandages and digital theranostics), ambient living, renewable energy (organic PV and solar textiles), interactive consumer products, interactive personal & beauty care (e-Scent) and a more intelligent built environment

How and why deliberative democracy enables co-intelligence and brings wisdom to governance

Over the past decade, state and local governments throughout Australia have focused on how to improve community consultation. Government consultation processes, regulated with the best of intentions to involve the public, have come under heavy criticism as being DEAD (Decide, Educate, Announce and Defend). It has become apparent that the problem community consultation was supposed to fix – including the voice of the community in developing policy and plans – has remained problematic. Worse, the fix has often backfired. Rather than achieving community engagement, consultation has frequently resulted in the unintended consequence of community frustration and anger at tokenism and increased citizen disaffection. Traditional community consultation has become a “fix that failed”, resulting in a “vicious cycle” of ever-decreasing social capital1 (Hartz-Karp 2002). Ordinary citizens are less and less interested in participating, evidenced by the generally low turn-out at government community consultation initiatives. When the community does attend in larger numbers, it is most often because the issue has already sparked community outrage, inspiring those with local interests to attend and protest. In their endeavour to change this situation, government agencies have created and disseminated ‘how to’ community consultation manuals, conducted conferences and run training sessions for staff. Issues of focus have included project planning, risk analysis, stakeholder mapping, economic analysis, value assurance, standardisation and so forth. Implementation models have illustrated a desired shift from informing, educating and gaining input from citizens, to collaboration, empowerment and delegated decision-making. Although new engagement techniques have been outlined, it has not been clarified how agencies can achieve such a radical change from eliciting community input to collaborative decision-making. Regardless, to reassure the public that improvements have been made, community consultation has been ‘re-badged’ to ‘community engagement’. A new vocabulary has developed around this nomenclature. However, the community has remained unconvinced that anything much has changed. The question is: Why hasn’t the community accepted these efforts with enthusiasm? The most optimistic response is that there will be a lag time between the announcement of improvements and actual improvements, and an even longer time lag between seeing the results and a resumption of the community’s trust in government. The more pessimistic response (one that also has resonance with many public sector staff) is that in essence, not a lot has changed. The ‘re-badging’ and management improvements have not resulted in the public feeling more engaged or empowered