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EUC with HCI: Why It matters
HP is expected to unveil a fresh line of stackable switching products this week in an attempt to withhold its No. 2 space at the back of Cisco. however the market leader reportedly has a brace of tricks up its own sleeve.
The Palo Alto, Calif.-based mostly computer and printer maker is introducing its fresh ProCurve lineup at an industry adventure Thursday with nine fresh SKUs, together with two out this week, 4 due in December and the ultimate anticipated in the spring of 2005.
The items build on HP's ProCurve Adaptive aspect architecture and believe already caught the attention of clients, comparable to Oregon condition college, which participated in early testing trials.
Louise Bishop, a advertising and marketing manager at HP, advised internetnews.com the fresh switches are besides designed to future-proof networks by using bringing Gigabit and 10-Gigabit Ethernet to the community aspect.
"The huge majority of desktops and laptops already lead Gigabit connectivity, so community users are poised to Take competencies of Gigabit," Bishop spoke of. "as a result of the towering freight and complexity of implementing Gigabit, some organizations hang off, leading to community bottlenecks that abate their capacity to right away convey the more and more colossal information site visitors demanded through clients."
The enterprise talked about it has a turning out to subsist lead over network facet paraphernalia and change manufacturers enjoy Nortel, Foundry and 3Com, however it has its eyes on diluting Cisco's greater than 60 percent market share. The trade compares its 3400cl offerings to Cisco yeast 3750G-16TD-S, which fees $19,995 but only comes with 16 ports. HP spoke of its switches are additionally akin to 3Com's 3870 and Foundry's X424.
To try this, HP's ProCurve division is providing two port densities. The ProCurve change 3400cl collection is constituted of 24- and forty eight-port 10/one hundred/a thousand knowing side stackable switches.
The ProCurve swap 3400cl-24G ($three,759) features 20 ports providing 10/a hundred/a thousand RJ-forty five connectivity and 4 dual-personality ports with 10/one hundred/one thousand RJ-forty five or optional Gigabit mini-GBIC slots.
The ProCurve switch 3400cl-48G ($6,899) features 44 ports with 10/one hundred/a thousand RJ-45 connectivity and 4 dual-personality ports enjoy its 24-port sibling.
The switches offer complete Layer 3 and 4 routing aspects, RPS (RPS 600) assist, resiliency points for top-availability functions and one module slot for not obligatory 10-GbE modules.
protection points within the fresh Gigabit products encompass port-based mostly access manage lists, net-based authentication, MAC lockout/MAC lockdown, as well as aid for SSL, SSHv2, comfy FTP and SNMPv3. Convergence points encompass hyperlink Layer Discovery Protocol (LLDP), classification of service (CoS) support for DSCP, IP-class of provider (IP TOS), TDP/UDP, IP wield and L3 protocol, as well as site visitors Prioritization in the sort of 802.1p classification and Layer four prioritization.
as a result of no piece of paraphernalia works in a vacuum, HP is recommending the fresh 3400cl switches in a few configurations.
as an example, the company pointed out gadget integrators assembling excessive-efficiency wiring closets may pair the 3400cl with HP's 9300 string servers and individual 10Gig uplinks. The switches may besides subsist used with 5300 collection and Gigabit optical trunks with reasonably priced Gigabit uplinks.
The instruments can even subsist used with HP's 9300 sequence servers and dual 10Gb uplinks for high-availability avow and single 10Gb uplink with a twin 10Gb uplink with spanning tree and CX4 10Gb daisy chained 3400s for bendy stacking and excessive-density closets.
HP said its subsequent phase is delivering two fresh 10-GbE Modules, a 10-GbE X2-CX4 Transceiver and a 10-GbE X2-SC LR Optic next month.
ProCurve Networking by using HP nowadays announced three comprehensive offerings - combining hardware, application, an extensive counsel library, service and aid - to produce it more convenient for community administrators to extend and deploy comfortable, mobile, multi-service networks.
furthermore, ProCurve delivered a collection of products to extra circular out its instant and switch product traces. To wait on these fresh offerings, ProCurve has announced a fresh framework for its Elite companion application specializing in exclusive tools for revenue and deployment, improved practicing content and start alternatives, and greater alternatives to exceed through a brand fresh specialization and certification software.
moreover, the company besides plans to strengthen a fresh classification of items designed to optimize community infrastructure based on the Adaptive facet structure. the consume of commercial enterprise networking know-how and linked rights obtained from Riverstone Networks, ProCurve will further the side fabric, a family unit of Ethernet LAN networking instruments designed to interconnect clever side instruments, providing a cost-constructive, excessive-bandwidth and resilient connection.
The ProCurve options are expected to slice back network complexity, concurrently addressing company demands for protection, mobility, IP telephony/convergence and a single view of the network.
in line with John McHugh, prevalent supervisor and vp, ProCurve Networking by means of HP, “these days’s bulletins demonstrate how ProCurve allows network managers to headquarters of attention on initiatives that circulate company ahead in preference to continuously inserting out fires, solving their problems with a future-proof, holistic strategy to community design.
“meeting three of the right networking issues - protection, mobility and convergence - the ProCurve entry control safety, Mobility Infrastructure and IP Telephony solutions introduced nowadays additional assist their facet architecture, providing a unified and comprehensive approach to the progress of relaxed, cellular, multi-carrier networks, concluded McHugh.
attainable worldwide, the options comprise core items, features and wait on from ProCurve Elite partners. actual solution configuration will fluctuate case with the aid of case, reckoning on client wants.
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29 January 2019 | “How the world deals with great and sedate problems is almost certainly going to shape their collective future” is the second line – and a promising start – in this edited Springer volume titled “Rethinking resilience, adaptation and transformation in a time of change”. The volume is edited by Wanglin Yan and Will Galloway, both based in Japan, and many of the contributors were in Japan during the massive cataclysm that struck the country’s Northern coast in March 2011.
Springer’s ‘about this book’ states the following: “This engage contributes to the literature on resilience, hazard planning, risk management, environmental policy and design, presenting articles that focus on pile resilience through companionable and technical means. Bringing together contributions from [mostly] Japanese authors, the engage besides offers a rare English-language glimpse into current policy and rehearse in Japan since the 2011 Tohoku disaster. (…) The capacity to bounce back from hardship and cataclysm is essential to bar not a soul of their futures. Yet, if such capacity is to subsist sustainable, and not depend on a “brute force” response, innovation will need to become a core rehearse for policymakers and on-the-ground responders alike.”
The first chapter “understanding change through the lens of resilience”, by the editors, goes through the definitions of resilience, adaptation and transformation, and then looks at how they could go from resilience to transformation.
While I appreciate the table on resilience, adaptation and transformation, it is a commiseration that a few pages further, they limit themselves by putting everything in a design where adaptation and transformation is only seen as a process. And while the adaptive cycle is discussed, the design feels rather static and not cyclical. However, they produce up for this with an animated discussion on rethinking change through a resilience lens.
Part II Recognizing vulnerability. Chapters 2 to 6 produce up section II of the edited volume, which focuses on recognizing vulnerability. Two chapters relate to the triple cataclysm that hit Japan in March 2011, while other chapters cover vulnerability issues in Tunisia, Brazil and Mongolia.
It was the Mongolia chapter (Chapter 6) that touched me the most, discussing the vulnerability of pastoral social-ecological systems, impacted by climate extremes, and how vulnerability has changed, and noiseless is changing during the country’s transition to capitalism. Two self-organizing processes are ongoing, being the migration from rustic to urban areas, and the emergency of traditional pastoral networks, where households group together or configuration communities. Two developing pathways can subsist recognized in Mongolian rangelands; predominantly private land ownership versus the traditional land-use culture operated by traditional, resilient pastoral networks. It is very animated to read how this has influenced, and at times limited, their adaptation options.
Part III Awareness and preparedness for change. Chapters 7 to 12 focus on how change and cataclysm are being prepared for, from the local to the global scale.
Chapter 10 discusses the progress of an international institutional framework for climate adaptation and rehearse in adaptation planning in developing countries. That progress is clearly a toil in progress, and my feeling is that they bar not a soul watch to go too quickly to the next best thing, without properly learning from what they believe just introduced… This publication doesn’t even paw upon the Green Climate Fund (GCF), but they watch to go from one fund to the next, to the next, when these existing funds are underfunded and complete of exciting proposals that need funding. This means that the governments in receiving countries – who are already spread thin – need to accomplish yet another baseline assessment and rewrite everything to the GCF’s objectives after they just submitted it to the LDCF/SCCF to find out there is exiguous money. Equally, 50+ countries completed their National Adaptation Programme of Action (NAPA), to find exiguous funding for their implementation, now developed their National Adaptation Plans (NAP) – yes, with a longer time horizon, to then find out they now need to Come up with Nationally Determined Contributions (NDCs) that besides paw upon adaptation… They withhold ourselves very busy, but they learn exiguous from the past.
Part IV Tools and methods for pile resilience. Chapters 13 to 16 focus on ICT-based toolboxes and planning tools for pile resilience, ranging from conceptual – what kind of information, and how, accomplish you need to support decisions in sustainable progress and a resilient society – to the more practical examples on urban cataclysm resilience planning.
Chapter 16 stood out, because of its focus on ‘swarm planning’, something I had heard of, but I am not confidential with. Swarm planning departs from current spatial planning practice, adjusted on the basis of complexity theory. Problems play over long time-frames and are often seen as ‘wicked’. Spatial planning rehearse has had difficulties incorporating these characteristics, because these planning systems are generally used to unravel rather straightforward and often linear problems. Swarm planning incorporates wicked problem thinking into spatial planning, aiming to develop a arrangement that is adjustable if need be.
“When they allow the urban fabric to adjust dynamically to external shocks, enjoy a swarm of bees does, the city becomes more adaptive”. I enjoy the sound of that! Nevertheless, the urban fabric is made up of people, and – enjoy a hive – extreme events accomplish often result in a significant death toll. And, not to underplay the complexity of bee societies, a bee society has a top-down governance structure where the individuals believe one of four roles; queen, nurse, forager, and drone. Reality of the urban environment is a exiguous more complex… Having said that, this chapter is a considerable read, and at the conclude I feel enjoy calling up Rob Roggema and Nikolay Popov (the authors) to continue the discussion! “Swarm planning emphasizes the inclusion of complexity, multiple rhythms and non-linear processes of spatial planning.” There is a very animated case study on an urban renewal project West of Melbourne’s trade district. The beauty is not in developing these theories and models, the beauty is in applying them, and this is where it gets really interesting. Urban objects are defined, rules are set for each protest based on swarm (bees) and flocking (birds) models, and then it was indicated which objects would remain unchanged and which ones are more dynamic. Rules are added on steering conduct and flocking behavior, to produce sure the objects accomplish not accumulate too nigh to one another and believe dynamic behavior. In this pass you can mimic how buildings would bevy when sea level would surge 4 meters, providing an avow for a flood-safe pile area. What I noticed was that only one climatic threat – sea level surge – was included. And the authors in the conclude point out that with the consume of multiple climatic threats (I was thinking of urban heat), the result would subsist more of a compromise. You besides believe to withhold in intellect that the urban environment cannot continuously reconfigure. But a very animated chapter!
Part V Transformation from cataclysm and crisis. Chapters 17 to 20 focus on the chance for transformative change in the aftermath of a disaster.
Chapter 17 discusses a case study of Japan’s Awaji island green infrastructure in reconstruction after the 2011 earthquake and tsunami. And what was animated to me is that they went back to the first maps of 1847 in their analysis of changes in land use. Long term land management in pre-industrial Japan has influenced the reconstruction plans and could inform sustainable land consume in the future.
Chapters 18 and 19 besides focus on Japan in the aftermath of the March 2011 disasters, while Chapter 20 discusses the challenges and opportunities in pile resilience in Africa through transformation and a green economy. Providing a fine introduction to the African context, this chapter besides discusses examples that relate to the food-water-energy nexus. The chapter concludes, among other things, that Africa has bar not a soul the ingredients for a smart and prosperous future, with a main challenge being institutional capacity and the efficiency of institutions implementing green and smart solutions.
Part VI pile resiliency with community. The final four chapters focus on the role of communities, and on how resilient communities are organized. These chapters (especially 21 and 24) resonate with me, given I was involved in the post-tsunami reconstruction distress with the Red Cross in Banda Aceh and North Sumatra, after the December 2004 Indian Ocean earthquake and tsunami.
Chapter 21 discusses a community groundwork environmental design approach, empowering local expertise, while Chapter 24 focuses on combining the skills of architects and local expertise in emergency housing implementation. They used a similar approach on a prefab design that is sensitive to the local context when designing and implementing emergency housing in the highlands of Nias Island. There was certainly a lot of learning on the job, and I would believe loved to believe read these final four chapters before my date in that Red Cross job. Still, it worked out well.
If the length of a engage review is in any pass in indicator for a publication’s quality, then yes, it certainly is in this case! It was a delectation reading “Rethinking resilience, adaptation and transformation in a time of change”, and – despite its price – I highly recommend this publication to those working in post cataclysm recovery situations, or interested in the topics of resilience, adaptation and transformation.
Editors’ Note: This is an article that focuses on the basic phases of pile efficient networks, using one grounded specimen to bring the theory to life. They recommend that readers peer back besides at Carl Sussman’s article (see Winter 2003, “Making Change: How to Build Adaptive Capacity”) and admiration about how the two approaches relate to one another in the achievement of actual change.
Communities are built on connections. Better connections usually provide better opportunities. But, what are better connections, and how accomplish they lead to more efficient and productive communities? How accomplish they build connected communities that create, and Take handicap of, opportunities in their region or marketplace? How does success emerge from the intricate interactions within communities?
This article investigates pile adjust ive and agi le communit ies through improving their connectivity— internally and externally—using network ties to create economic opportunities. Improved connectivity is created through an iterative process of knowing the network and knitting the network.
Know the Net
Improved connectivity starts with a map—knowing the intricate human system you are embedded in. The Appalachian headquarters for Economic Networks [ACEnet], a regional economic progress organization in Athens, Ohio has long followed the connectivity mantra—create efficient networks for individual, group and regional growth and vitality. Recently ACEnet has begun to map and measure the companionable and economic connections it helped create in the grassroots food industry in Southeast Ohio. Network maps provide a revealing snapshot of a trade ecosystem at a particular point in time. These maps can wait on avow many key questions in the community-building process.
These are bar not a soul principal questions that ACEnet seeks to avow in order to wait on build a more vibrant economy in Appalachian Ohio.ACEnet, founded in 1985, provides a wide reach of assistance to food, wood, and technologyentrepreneurs in 29 counties of Appalachian Ohio. This region has some of the highest poverty and unemployment rates in the country, and ACEnet works with communities throughout the region who want to help their support for entrepreneurs as a means to provide more local ownership and higher attribute jobs.
Before you can help your network, you need to know where you are currently—the “as is” picture. A network map shows the nodes and links in the network.
The transformation required to achieve sound communities is the result of many collaborations among network nodes. Complexity scientists report this phenomenon—where local interactions lead to global patterns— as emergence. This is how fine local ideas are improved upon and brought to scale. They can lead emergence by understanding and catalyzing connections. For example, knowing where the connections are, and are not, allows a community progress organization to influence local interactions. This is particularly principal in policy networks where key nodes play an principal role in what flows throughout the network. Influencing a smal l number of well-connected nodes often results in better outcomes than trying to access the top person or calling on random players in the policy network. If you know the network, you can better focus your influencing activities.
What Does a Vibrant, efficient Community Network peer Like?
Research has been done to determine the qualities of vibrant networks. Sociologists, physicists, mathematicians, and management consultants believe bar not a soul discovered similar answers about efficient networks. The unbelievable discovery is that people in organizations, routers on the internet, cells in a nervous system, molecules in protein interactions, animals in an ecosystem, and pages on the Web are bar not a soul organized in efficient network structures that believe similar properties.
Five universal patterns are observed in bar not a soul efficient networks:
Network Neglect Can Lead to Devolution
Even though they know several keys to pile efficient networks, this lore is rarely set to use. Networks, whether companionable or business, are usually left to grow without a plan. When left unmanaged, networks supervene two simple, yet powerful driving forces:
This results in many small and dense clusters with exiguous or no diversity. Everyone in the cluster knows what everyone else knows and no one knows what is going on in other clusters. The lack of outside information, and dense cohesion within the network, removes bar not a soul possibility for fresh ideas and innovations. They contemplate this in isolated rustic communities that are resistant to change, or in a classic “old boy” network. Yet, the dense connections, and towering degree of commonality forms fine toil groups—clusters of people who can toil together smoothly.
Instead of allowing networks to evolve without direction, successful individuals, groups, and organizations believe establish that it pays to actively manage their network. Using the latest research, they can now knit networks to create productive individuals and smart communities.
FIGURE 1—SCATTERED EMERGENCE
Knit the Net
A vibrant community network is generally built in four phases, each with its own several topology. Each phase builds a more adaptive and resilient network structure than the prior phase. Network mapping can subsist used to track your progress through these four stages.
Experience shows that most communities start as small, emergent clusters organized around common interests or goals. Usually these clusters are isolated from each other. They are very small groups of 1–5 people or organizations that believe connected out of necessity (see design 1). If these clusters accomplish not organize further, the community structure remains frail and under-productive.
Without dynamic leaders who Take responsibility for pile networks, instinctive connections between groups emerge very slowly, or not at all. They convene this leadership role a network weaver.6 Instead of allowing these small clusters to drift, in the hope of making a lucky connection, the weavers actively create fresh interactions between the clusters.
Hub and Spoke
The first network a weaver creates is the hub-and-spoke model, with the weaver as the hub. The weaver has the vision, the energy, and the companionable skills to connect to diverse individuals and groups and start information flowing to and from them. The weaver usually has external links outside of the community to bring in resources and innovation. This is a faultfinding phase for community pile because everything depends on the weaver who is the lone hub in the network. However, if multiple weavers are working in the selfsame community, they may accumulate multiple hub and spoke networks, with some overlap between bar not a soul of them. design 2 shows the weaver connecting the previously scattered exiguous clusters.
Initially the network weaver forms relationships with each of the small clusters. During this phase the weaver is learning about each individual or small cluster—discovering what it knows and what it needs. However, the hub-and-spoke model is only a temporary step in community growth. It should not subsist utilized for long because it concentrates both power and vulnerability in one node—the hub. If the lead organization/weaver fails or leaves, then they are back to the disconnected community in design 1.
In sound network weaving, the spokes of the hub accomplish not remain separated for long. The weaver begins connecting those individuals and clusters who can collaborate or assist one another in some way. Concurrently, the weaver begins encouraging others to commence weaving the network as well. Even though it is a temporary structure, the hub-and-spoke model is usually the best topology to bring together the scattered clusters seen in most immature communities. An organization with a vision, and contacts to external ideas and resources, can play the role of the hub. This is the role ACEnet took up when it saw that SE Ohio was home to many small, uncoordinated food clusters. There was the Farmer’s Market crowd, the natural bakery, a worker-owned Mexican restaurant and a few other entrepreneurs creating unique food products. ACEnet brought bar not a soul of these unconnected groups together around a kitchen incubator—a state-of-the-art facility for preparing and packaging a great variety of food items.
Multi-Hub small World NetworkWhen ACEnet decided to build a Kitchen Incubator—a licensed processing facility where entrepreneurs could rent the consume of ovens, stoves and a processing line to produce their products—they used the need to design the incubator as an chance to link small clusters. For example, for one design session they brought people from the town’s restaurants together with small farmers who wanted to turn their produce into value-added products. Farmers were able to learn about food-production safety from the restauranteurs who explained how these procedures could subsist incorporated into the incubator. Some of the farmers besides used the chance to sell their produce to the restaurants, which were always on the lookout for unique raw materials. And, an unexpected bonus was that the restaurants realized that they could consume the Kitchen Incubator’s storage warehousefor great orders from their suppliers, thus making the incubator an principal resource within the network.
As the weaver connects to many groups, information is soon flowing into the weaver about each group’s skills and goals. An astute weaver can now start to introduce clusters that believe common goals/interests or complementary skills. As clusters connect, their spokes to the hub can weaken, freeing up the weaver to attach to fresh groups. Although the spoke links weaken, they never disappear—they remain weaker, dormant ties, able to subsist re-activated whenever necessary. In order to accommodate fresh connections, the weaver must train its early connections how to weave their own network. Training in network pile is principal at this juncture. Network mapping reveals the progress and identifies emerging network weavers.
This happened with ACEnet as several of the businesses and small nonprofit s began to build thei r own network neighborhood, bringing fresh nodes and links into the early Athens community network. As the overall network grows, the role of the weaver changes from being the central weaver, to being a facilitator in the community— coordinating with, and mentoring of other network weavers.
FIGURE 2—HUB-AND-SPOKE NETWORK
There are two parts to network weaving. One is relationship building, particularly across traditional divides, which gives people access to innovation and principal information. The second is learning how to facilitate collaborations for mutual benefit. Collaborations can vary from simple and short-term, e.g., entrepreneurs purchasing supplies together, to intricate and long-term, such as a major policy initiative or the creation of a venture fund. This culture of collaboration creates a condition of emergence, where the outcome—a sound community—is more than the sum of the many collaborations. The local interactions create a global outcome that no one could accomplish alone.
Network weaving is not just “networking,” nor schmoozing, nor handing out trade cards. Weaving brings people together for projects, initially small, so they can learn to collaborate. Through that collaboration they strengthen the community and extend the lore available in it. After working with the authors, Jack Ricchiuto, a Cleveland-based management consultant and author, created a pyramid of network weaving involvement. level 1 is a “networking” nature interaction, while levels 6 and 7 are highly involved commitments to pile community. A majority of ACEnet’s larger successes Fall under the two top levels [6 & 7] of Ricchiuto’s Pyramid .Level Activity 7 Introducing A to B in person and offering a collaboration chance toget A and B off to a successful partnership 6 Introducing A to B in person and following up with A and B to nurtureconnection 5 Introducing A to B in person 4 Introducing A to B in a conference call 3 Introducing A to B in an email 2 Suggesting A talk to B and calling B to peer for a contact 1 Suggesting to A that A should talk to B
This transition from network weaver to network facilitator is critical. The original weaver is identifying and mentoring fresh weavers who will eventually Take over much of the network pile and maintenance. If this transition is not made, then the community network remains dependent on the central weaver and their organization. At the transition point, the weaver changes from being a direct leader to an circuitous leader, influencing fresh emergent leaders appearing throughout the community. This transition is necessary for the network to extend its scale, impact, and reach.
Moving from a single-hub topology to a multi-hub topology with its many advantages. The first handicap of a multi-hub topology is that it eliminates having a single point of failure. ACEnet is noiseless a predominant hub in SE Ohio, and its failure would move the region greatly—but not as significantly as five years ago when the network was spar ser and more dependent on ACEnet. Now ACEnet has the extravagance of spending time in fresh pursuits such as teaching others to knit their nets, and expanding the network to other areas inside and outside of Appalachia.To bring in fresh ideas from outside the region, ACEnet has developed several “innovation learning clusters”that bring together leading-edge organizations from around the country that share their innovations with each other. ACEnet staff that participate bring information about those innovationsback to the region and adjust them to the local environment. For example, Larry Fisher, one of ACEnet’s directors, participates in a rustic entrepreneurship policy cluster where he learned the basics of pile a policy network from organizations that had many years of experience. He is now leading ACEnet’s efforts to change the policy of local counties, making it more supportive of entrepreneurship; and he can go forward with a more sure hand since he is pile on the experience of others, whom he can contact when he has questions.
As the weaver connects various individuals, organizations and clusters, these entities connect to each other loosely. A fresh dynamic is revealed here—the power of “weak ties.” frail ties are connections that are not as frequent, intense, or resilient as the strong network ties that configuration the backbone of a network. strong ties are usually establish within a network cluster, while frail ties are establish between clusters. As clusters commence to connect, the first bridging links are usually frail ties.
FIGURE 3—MULTI-HUB, SMALL-WORLD NETWORK
Bridging ties between clusters are principal to innovation. fresh ideas are often discovered outside the local domain. To accumulate transformative ideas you often believe proceed outside of your group. A successful formula for creating ties for innovation is to find other groups that are both similar to and different from your own. Similarity helps build trust, while diversity introduces fresh ideas and perspectives. Connect on your similarity, and profit from your diversity.
Now that other hubs [network weavers] are emerging in the network, the various weavers commence to connect to each other, creating a multi-hub community. Not only is this topology less fragile, it is besides the best design to minimize the mediocre path length throughout the network—remember , the shorter the hops, the better for toil flow, information exchange and lore sharing! Information percolates most quickly through a network where the best-connected hubs are bar not a soul connected to each other. A network with many hubs is besides very resilient and cannot subsist easily dismantled.
Next comes a multi-hub, small-world network, illustrated in design 3. Here, four clusters believe created many frail ties to each other. The frail ties may or may note become stronger to create one tightly coupled larger cluster. The multiple hubs can subsist small businesses or other community progress organizations. Initially, the ACEnet Kitchen Incubator was a major gathering place, a physical network hub, where people ran into each other, hung around to talk, and often cooked up some kind of deal, e.g., joint orders of jars so they could accumulate a cheaper price, an arrangement to jointly market their products, or an agreement to trade labor on a project.
The impor tant next step i s to strengthen some of the frail ties in the network so they become strong ties. However, a multi-hub network may subsist difficult to achieve if political and “turf” issues are raging through the network, so these need to subsist handled early in the process in order for the network to emerge effectively. If two or more community progress organizations start battling over turf and control of the community, the result may subsist two or more competing, single-hub networks that ignore the larger community needs and focus on the survival of their own network.Initially, the ACEnet Kitchen Incubator was a major gathering place, a physical network hub, where people ran into each other, hung around to talk, and often cooked up some kind of deal: joint orders of jars so they could accumulate a cheaper price, an arrangement to jointly market their products, or an agreement to trade labor on a project. However, after a few years, many othernetwork hubs popped up. For example, the Athens Farmers’ Market hosted more than 90 farmers and local food vendors who networked with each other and their avid customers. Several years ago, four local organizations set up a Farmers’Market Café that provided tables and chairs under tents so that people could hang around longer and network with more neighbors. Casa Neuva, a worker-owned Mexican restaurant, is not only a networking hub, but has played a major role in organizing most of the locally owned restaurants into the Athens Independent Restaurant Association, a group that donates money each month to community nonprofits and is increasing the amount of produce and locally processed goods that restaurants purchase from local farm families. Six miles outside town, more than 200 people bevy on Saturdays to appreciate fresh baked focaccia, pastries, and hearth bread on the outdoor terrace outside the mammoth Chimney Bakery. The proprietor is a major network hub himself, who helps fresh entrepreneurs develop their recipes and learn strategy from a pro.
The Core/Periphery Network
The end-goal for vibrant, sustainable community networks is the core/periphery model. This topology emerges after many years of network weaving by multiple hubs. It is a stable structure that can link to other well-developed networks in other regions. The network core in this model contains the key community members, including many who are network weavers, who believe developed strong ties between themselves. The periphery of this network contains three groups of nodes that are usually tied to the core through looser ties.
FIGURE 4—CORE / PERIPHERY NETWORK
The economic landscape is complete of imperfectly shared ideas and information. The periphery is the open, porous frontier of the community network where fresh members/ideas Come and go. The periphery allows us to reach ideas and information not currently prevalent in the network, while the core allows us to act on those ideas and information. The periphery monitors the environment, while the core implements what is discovered and deemed useful.
Figure 4 shows a well-developed core/periphery structure. The blue nodes are the core, while the green nodes reside in the periphery. This network core is very dense;7 not bar not a soul cores will believe as towering a concentration of connections as this one. Too much density can lead to rigidity and an overload of activity. Monitoring your network using companionable network analysis can wait on you contemplate where your network needs to shift connections to match the current environment.
At this point, the network weavers’ initial tasks are mostly completed. Now, attention turns toward network maintenance and pile bridges to other networks. The network weavers can commence to configuration inter-regional alliances to create fresh products, services and markets—or to shape and influence policy that will strengthen the community or region. This happens by connecting network cores to each other utilizing their peripheries. The network weavers maximize the reach of the periphery into fresh areas, while keeping the core strong. The weavers now focus on multi-core projects that will believe major repercussion on the community.ACEnet has helped configuration the Appalachian Ohio Regional Investment Coalition (AORIC) which includes another community organization, a regional foundation, the Ohio Arts Council, and an Ohio University–based institute. AORIC is now mobilizing a great network of organizations interested in supporting entrepreneurs as a pass to create a healthier regional economy. This network is reaching profound into communities to identify the barriers entrepreneurs face, and then to collaborate on projects that will develop fresh supportive infrastructure to extend their success.
As they believe seen, weaving a network requires two iterative and continuous steps:
All throughout this process network maps lead the way—they divulge what they know about the network and they uncover practicable next steps for the weaver.
Starting with a disconnected community, network builders can start weaving together the necessary skills and resources to build simple, singlehub networks. This will subsist followed by a more efficient and resilient multi-hub network, finishing with a sustainable core/periphery structure. Once the network is strong, it can connect to other remote community networks to create more opportunities.
1. The mediocre path length in a network is a convenient measure of the network’s global efficiency. The longer the mediocre path length, the longer it takes for messages to travel between any two nodes, and the more distorted they are when they arrive.2. An circuitous tie is a network path that connects two nodes through on or more intermediaries. Here A and B, and B and C believe direct ties while A and C believe an circuitous tie through the intermediary B. A–B–C3. Nodes with many direct connections that quickly disperse information.4. Nodes that connect otherwise disconnected parts of the network—they act as liaisons.5. Nodes that connect two or more clusters— they act as bridges between groups.6. While the Athens food network focused on one network weaving organization—ACEnet, there were actually several individual network weavers within ACEnet. Each network weaver within ACEnet had a particular focus. They bar not a soul worked with a common vision. If several network weavers are present and willing to collaborate, increased progress is possible.7. Network density is calculated by the number of existing connections as a percentage of the total possible.
VALDIS KREBS is a management consultant and the developer of InFlow companionable network analysis software ([email protected], www.orgnet.com). JUNE HOLLEY is founder and President/ CEO of the Appalachian headquarters for Economic Networks ([email protected] org, www.acenetworks.org). Contact June or Valdis for information on their workshop on network weaving.
Caribbean Climate Wire
GEORGETOWN, Jan 30 2019 (IPS) - A group of youngsters in the Caribbean who promote environmental protection in the region is on a drive to empower other youth to address some of the mammoth issues facing their generation.
National Coordinator of Caribbean Youth Environment Network (CYEN), Kiefer Jackson, says the organisation has been working to amass the youth perspective, build capacity at a grassroots level and fill the gaps that would believe been missed by government initiatives or plans.
“The Ministry of Presidency’s Office of Climate Change has recognised the toil being done by this chapter of CYEN and has asked us to relate with them this year in facilitating their climate change awareness in schools around Guyana,” Jackson told IPS.
“We believe this partnership to subsist one step in the direction of ensuring that young people play an dynamic role in climate action and ensure non-governmental organisation and government partnership for the betterment of their people.”
Jackson said CYEN Guyana has been offering young people experiential learning opportunities and internships overseas which wait on to build the country’s capacity for climate resilience.
As far as capacity is concerned, final year, CYEN was approved by YOUNGO, the Children and Youth constituency to United Nations Framework Convention on Climate Change, to undertake a Conference of Youth in the countries where CYEN operates. CYEN’s website reflects a presence in Antigua and Barbuda, Barbados, Saint Vincent and the Grenadines, and Saint Lucia, among others.
Jackson added that the activity was used to assist in further pile the current participatory environmental awareness programmes for young citizens of Guyana.
“We believe besides been engaging in a string of panel discussions, in an distress to inform and educate young people on the Sustainable progress Goals,” Jackson said.
“The final talk would believe been on Goal 13 (Climate Action). Based on the feedback of these activities, they believe recognised that young people in Guyana, believe robust and innovative ideas and they believe been working on creating a platform for them to showcase their ideas or projects that guarantee the strengthening resilience and adaptive capacity to climate change in Guyana.”
In addition to facilitating larger scale education and awareness, Jackson believes more attention should subsist given to ensuring adequate and appropriate infrastructure and housing that can withstand, as far as possible, the perils of climate change.
Guyana is plagued by poorly-maintained drainage and sea defence infrastructure.
The low coastal modest which houses the capital Georgetown, and where a great percentage of the population resides, is below sea level and at towering risk of flooding. “With the effects of climate change becoming even more present through intensifying natural disasters, more should subsist done to prepare this region for what seems to subsist inevitable,” Jackson said.
“We can besides ensure that there are early warning systems and more accurate forecasts – information that can subsist passed on to farmers through simple technology.”
In addition to being supine to flooding, Guyana is besides affected by drought.
Joseph Harmon, Minister of condition in the Ministry of the Presidency of Guyana, says drought and flooding believe proven to subsist a double-edged sword, especially for the country’s farmers.
“Some people might find it difficult to appreciate that in a country enjoy Guyana, a section of the tropical rainforest, that you can noiseless believe portions of this land which believe drought,” Harmon told IPS.
“But I can relate to you that in the south Rupununi . . . they accomplish believe some portions of that land that for a section of the year they believe drought, and at other times they believe flooding.”
He said government has taken steps to address the problem of flooding with the implementation of projects by the Ministry of Agriculture.
“They are dealing with how to sustainably harvest water so that it can subsist utilised for farming and other domestic purposes,” Harmon said.
“In the era of drought, they are now looking at the question of utilisation of wells.”
In December 2017, the Guyana Government and the Government of the Federative Republic of Brazil signed a technical cooperation agreement for the implementation of a project to reduce the repercussion of drought in the Upper Takatu-Upper Essequibo, Region 9 of Guyana.
Harmon said the agreement was established to mitigate the historical repercussion of droughts in the Upper Takutu-Upper Essequibo region and its implementation has so far resulted in the drilling of eight wells that are now providing year-round potable water to the indigenous peoples in the south Rupununi.
In its quest to bridge the gap between climate change and climate awareness, Jackson said CEYN is hampered by limited availability of fiscal resources, particularly for long term projects that could ensure sustainability.
Additionally, she said quite often, imperative need for climate action is hampered by the effects not always being glaring to the public eye.
“So, the challenge is making climate appear actual in the context of day to day life in the Caribbean,” Jackson said.
“Hurricane season is once a year. Sea level surge is leisurely and almost unnoticeable. They try to identify indicators which can ensnare people’s attention, and which are personal as well as immediate.”
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