183,136 research outputs found

    The National Dialogue on the Quadrennial Homeland Security Review

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    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

    Communities of practice in academia

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    Up to now, the relationships among the fundamental notions of communities of practice (CoPs), i.e. knowledge, participation, identity, and artefact development have been based mainly on results from qualitative studies; they are not yet sufficiently based on quantitative evidence. Starting from a literature review, we formulate a quantitative, causal model of CoPs that describes these variables in the context of academic communities, and aim to validate this model in two academic CoPs with a total of N = 208 participants. A cluster analysis classifies the participants into clusters that are in line with the core-periphery structure known from previous qualitative studies. A regression analysis provides evidence for the hypothesized model on the basis of quantitative data. Suggested directions for future research are to focus on factors that determine CoP participants’ contributions to artefact development and on approaches to automated monitoring of virtual CoPs

    Volunteering Reinvented: Human Capital Solutions for the Nonprofit Sector

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    To grow and adapt in today's continuously changing society, a nonprofit organization must recognize the value and contribution of both its paid staff and volunteers. Simply recruiting large numbers of volunteers, however, does not necessarily translate into success for the nonprofit sector or the community at large. Successful results are achieved when an organization is able to support, mobilize, and manage its volunteer resources for the greatest possible impact on a problem or need.In a competitive environment where resources are often scarce, nonprofit executives and boards of directors have become more strategic about how they leverage the various resources at their disposal:money, space, inkind donations, equipment, technology, and employees. Unfortunately, however, one of the most powerful and plentiful resources of all -- volunteers -- continues to receive short shrift from nonprofit leadership. This paper is intended to educate nonprofit executives about volunteering as a key human resource strategy, illustrate that volunteering is not just nice but necessary, and demonstrate the value volunteers bring to an organization that strategically plans for how to use them both to support infrastructure and to deliver programs and services

    Personalised service? Changing the role of the government librarian

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    Investigates the feasibility of personalised information service in a government department. A qualitative methodology explored stakeholder opinions on the remit, marketing, resourcing and measurement of the service. A questionnaire and interviews gathered experiences of personalised provision across the government sector. Potential users were similarly surveyed to discuss how the service could meet their needs. Data were analysed using coding techniques to identify emerging theory. Lessons learned from government librarians centred on clarifying requirements, balancing workloads and selective marketing. The user survey showed low usage and awareness of existing specialist services, but high levels of need and interest in services repackaged as a tailored offering. Fieldwork confirmed findings from the literature on the scope for adding value through information management advice, information skills training and substantive research assistance and the need to understand business processes and develop effective partnerships. Concluding recommendations focus on service definition, strategic marketing, resource utilisation and performance measurement

    Getting Local: How Nonprofit News Ventures Seek Sustainability

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    Examines eight nonprofit news ventures' mission, audience, reach, and social impact; revenue generation and diversification; and organizational adaptability, innovation, and resource allocation as critical elements of long-term sustainability
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