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January 25, 2007

January 25, 2007: Headline News

Here is today's 1 minute news headlines.

(1) Over the past 30 days, more than 2500 Case users have changed their network password IDs. Are you among them? Last fall, ITS and the rest of the campus made a one-time "required" change. We encourage all of ITS to make an ID change at least once every 180 days. Go to https://its-services.case.edu/my-case-identity/password/change/

(2) The outline of ITS' new 5 Year Strategic Plan is now available on the Case Wiki at http://wiki.case.edu/ITS_Strategic_Planning#ITS_Strategic_Planning_2007-2012 We will be opening up three sections for active comment (Where We've Come From, Current State, Where We Need To Be). I encourage you to take an active role in the Planning process. Some of the early narrative leading into the wiki was recently posted to my blog at http://blog.case.edu/lev.gonick

(3) Talking about Lev's blog, these 1 minute news headlines are now being posted coming from a recommendation from ITS staff who find themselves offline when I send via IM.

(4) Case has been nominated by Ciso Sytems for a ComputerWorld Honors and Laureatte program for the category of world class partner in education and academia.

(5) A "must" read. If you're interested in "futures", the NMC has just published its annual "Horizons" report on emerging trends in technology and their impact in higher education. I can't underscore how valuable this monograph is. I hope you'll download a copy at http://www.nmc.org/pdf/2007_Horizon_Report.pdf

(6) The Ohio Supercomputer Center (OSC) announced today the upgrade of its high performance computing (HPC) capacity with the acquisition of the IBM Cluster 1350. This new system is projected to be one of the top 50 supercomputers in the world, making OSC among the top 10 academic supercomputing centers.

(7) Case has completed its contract for a 5 year renewal with Dell for notebook and desktop systems. While details will follow, there are a number of key "new" features, including two firsts. All alumni of Case will be able to buy Case specified hardware configurations at pricing available only at the Case - eMall. Second, our STA partners, including key new health care partners will also be able to purchase off the Case pricing contract.

(8) The School of Medicine has successfully migrated a significant portion of its core computing infrastructure over to Active Directory marking a very important milestone. Thanks to Irene M. and co.

(9) An early welcome to Tara Phillips who will be joining ITS next Monday as one of Case's Telephone Operators. Welcome Tara!

Keep those tips coming! Have a good day.

Posted by lsg8 at 08:17 PM | Comments (0) | TrackBack

January 23, 2007

January 23, 2007: Headline News

Good morning. Here is today's 1 minute headline news.

1. Today, I published a draft outline of ITS' Strategic Planning Framework for 2007-2012. While there is a formal review of the draf text with the ITS Planning and Advisory Committee on Strategic Planning, the outline is published and feedback is welcome. Here is the url: http://blog.case.edu/lev.gonick/2007/01/23/its_strategic_planning_framework_20072012

2. Last week the software center released new versions of Adobe Acrobat (8) and Microsoft Office 2007. In the first 5 days since the release Dave Dominish reports that Acrobat 8 downloads = 684, Office 2007 = 427

3. The Student Information System ERP team has reached an important milestone. There is a demo version of the new system up working in the new release of PeopleSoft Version 9.0. The "go live" date for phase 1 (with no immediate impact on the campus) is only 2 months away.

4. If you are interesting in watching (and learning) as the land in SecondLife known as OneCleveland is being built out, please contact Wendy Shapiro with the name of your avatar and she will invite you to grab a adorondak chair and join her as we watch the developers construct Case, University Circle, and the other Cleveland landmarks.

5. Lora Veselsky will be launching ITS' second Quality of Workplace Survey. Look out for an email from Lora. We look forward to your feedback.

Keep the tips coming. Have a good day.

Posted by lsg8 at 01:40 PM | Comments (0) | TrackBack

ITS Strategic Planning Framework 2007-2012

For the past six months ITS leadership has used a wiki to facilitate and collaborate in the co-production and development of both our strategic plan and the proposed priority list as outlined below. Together, along with a process of engagement and appreciative inquiry we continue to pursue a late spring release of our second 5year plan. (our first five year plan is available here). Shortly, we'll revise our internal wiki effort and open it up for public comment and feedback

Context

All planning occurs within the interstices of multiple contexts. Since our first five year plan was mapped out and approved (ITS Five Year Strategic Planning Framework 2002-2007) we have worked with three Presidents, three Provosts, and two Senior VPs for both Finance and Development. In addition, we have seen nearly the entire cadre of decanal appointments turn over along with changes in the office of budget and planning. In addition to the changes in senior administration at Case, the university has found itself oscillating between different management styles, shifting priorities, multiple fiscal challenges, and relatively little planning activity.

And yet, from both a general strategic and IT-specific planning perspective, the broader parameters of engaging, planning, prioritizing, operationalizing and setting milestones and outcome measures are more important than ever before.

Here then is our outline for our second five year plan. The outline and a draft of the actual "body of the plan" is being shared with the ITS Planning and Advisory Committee. Of course, given the manner in which this blog posting is being shared, we welcome feedback from interested parties.

Outline:

Why Strategic Planning Matters
o Why IT Strategic Planning Matters

Where We’ve Come From
o Faculty View
o Staff View
o ITS View

Current State of IT @ Case
o Student View
o Staff View
o Faculty View
o ITS View
o Metrics/Outcomes

Assessment of Challenges and Opportunities
o External Assessment (February-March '07)
o Internal Customer Assessment (February '07)

A Framework for Strategic Planning 2007-2012 Re-Imagining, Re-invigorating, Re-inventing

Broad Themes:
o Collaboration-Enabling Service Organization
o The Three C’s: Core Technology, Continuity Planning, and Compliance.
o Structured Innovation to support teaching research and the student experience

20 Initiatives:

o Structured Innovation

• Assessment and Evaluation on the Impact of New Technology on Learning Outcomes

• Focus on learning spaces (physical and virtual) that engage, develop, and retain learners and lead to student success.

• Faculty and staff development

• High Performance Computing baseline service offering

• Advanced Network Research support

• Mobility and converged platform for collaboration


o Collaboration Services

• Best of class web 2.0 collaboration solutions
Email
Calendaring
File Sharing
IM
Meeting Spaces
Web, video and audio conferencing
Blog
Wikis

• ITS Program Management Office

• Renewal of IT Governance

• University Circle Innovation Zone


o The Three C’s

• Case IT Architecture 2.0

• Upgrade Key Administrative Systems

• Focus on data warehouse enabling decision support

• Expansion and Improvement of Enterprise Data Centers

• Sustainable plan for Production and Development IT Equipment

• Implementation of new technologies and redundant production systems.

• Continuous Upgrades and renewal of fiber backbone infrastructure and related electronics.

• Contingency planning

• Augmentation of information security services

Measuring Outcomes
o 30 outcome measures

Visions of Where We Need/Want/Must Be in 2012
o Student View
o Faculty View
o Staff View
o Our Vision

IT Planning and Goals for Case Western Reserve University’s Schools/Colleges/and Distributed Units.


Draft 0.95 January 23, 2007, L. Gonick

Posted by lsg8 at 09:13 AM | Comments (0) | TrackBack

January 22, 2007

January 22, 207

Good morning. Here's today's 1 minute headline news

(1) Welcome to Joan McFaul. Joan joins us today as ITS' Executive Director for operations and admnistration. Friday morning, we're organizing a small coffee and bagels welcome. Details to follow.

(2) Today, Tony Kramar announced that the "student photos" roster enabler project is in production. This collaboration between EAS, TIS, and Security Services will allow faculty to generate a photo roster of their students. Case's LDAP is now enabled to support this service.

(3) A short repeat item... A new VPN client is available at https://vpnsetup.case.edu/vpn3000.html

(4) Coming soon... Case.tv check out Case's version of video on demand. The effort is in alpha. Mike Kubit and Ron Petransky are driving this project for release next month http://mv-web.case.edu/cgi-bin/tv/tv.cgi

(5) Outbound spam control. Case has acquired the tool set from Mirarpoint and will begin implementation of outbound spam control. Over time, this should enable Case to be removed from "spam" lists who shut off services like AOL and Hotmail.

(6) Got your second life avatar yet? Coming in March will be Cleveland and Case's own Second Life Island. Be among the first netizens to visit. Contact Wendy Shapiro if you'd like access during construction.

Keep those tips coming ...

Lev

Posted by lsg8 at 09:13 AM | Comments (0) | TrackBack

January 15, 2007

Cleveland 2.0

Cleveland 2.0 –
[Re]imagine
[Re]invent
[Re]invigorate


“it is the foremost task – and responsibility – of our generation to re-imagine our enterprises and institutions, public and private.” -

Tom Peters


Our chief strategists, marketing gurus, civic and business leaders should declare 2007 the year to Re-imagine Cleveland. 2007 should be the official launch of Cleveland 2.0.


Re-imagination is an important first step in a journey to reinvention and beyond that the goal of reinvigoration. Cleveland 2.0 should have an unabashedly ambitious goal of re-imagining Cleveland as both “place” and “idea”. Re-imagining Cleveland is all about ‘believing in Cleveland’ not only as a place on the map, but also as a broad regional community bonded together through common history, but also forward-looking to welcome and nurture new communities and the making of new histories. Cleveland 2.0 should also be an “idea”, The Cleveland brand already has meaning as place, classical and rock and roll music, professional sports and the world of golf, in the cold storage and refrigeration space, and of course Cleveland defines world class health care.

The “idea “of Cleveland 2.0 is to brand a model of a creative regional community, in a broader mega-ecosystem, that stares socio-economic challenges in the eye and leverages all of our human, natural, and related capital to be known as the “turn around” model of choice. More than 200 million people today live in rust belt communities on 5 continents. For Cleveland 2.0, rust belts are not only re-imaging themselves as vibrant 21st century communities but also becoming attractive to those who understand that creativity is our niche. A technologically connected community, committed to addressing community priorities by leveraging our investments in digital infrastructure, what many call the global platform of the 21st century, makes our communities destination locations. Indeed, creativity running on 21st century infrastructure is the jet fuel that will propel us forward much as it has in the past here and elsewhere around the world. Think about common reputational associations with cities like Athens, Paris or Venice. In North America, we readily associate Motown (Detroit and music), Gotham (NY and Wall Street), Big Easy (New Orleans and carefree). Cleveland 2.0 will become a broad association for cities engaged in the process of reinvention.

Cleveland 2.0 is about imagining the never-before-seen products, services, and innovative approaches that will capture markets and the imagination of others. At the heart of Cleveland 2.0 is supporting a pre-K-20 education system, across the region that gives voice to the creative process of supporting and developing an identity, a sense of self-worth, and fostering the ability of the next generation to be an integral part of mapping its own destiny. The result will not only retain our best and brightest, it will be a powerful call to seduce others to our Cleveland 2.0 project. In the process we will discover new symbols, icons, and treasures to call our own. Exporting the virtues of our Cleveland 2.0 project will be a valuable recipe for cities, regions and communities all over the world who face the same urgent and compelling challenges as we do.

There are plenty of good insights to harvest based on the eighteen month project in the region known as Voice and Choices underwritten by the Fund for Our Economic Future to engage in an inclusive process to identify regional priorities. The next steps are bigger and the opportunities more important than ever. The process of re-imagining what Cleveland can be is an integral part of a vibrant future for northeast Ohio and the health of the mega-ecosystem of the Great Lakes Basin. In the context of the real and accelerating forces of globalization driven by technology, education and innovation, Cleveland has but one choice and that is the process of re-imagination. No amount of nostalgia and no quotient of hope alone will drive us forward to our priority goals of education and 21st century jobs, diversity and opportunity, public sector collaboration and efficiency, and broad economic development. Cleveland 2.0 is not really a choice. It is imperative.


Leveraging OneCommunity to enable Cleveland 2.0

Even in a world dominated by off-shoring to China, out-sourcing to India, supply-chain management phenoms like Wal-Mart, new in-sourcing operational logistics by players like UPS, not to mention the game changing role of the internet, the most important starting point for the Cleveland 2.0 project is to stop looking in the rear view mirror. This does not mean sanitizing history or being open to the charge of being utopian. We bring our history, much of it proud and constructive, to the current challenge of re-imagining our future. But the project is all about looking over the horizon. Let me try and illustrate some of the contours of a Cleveland 2.0 project from the perspective of technology, a powerful, global and incontrovertible driver that we have been championing here in the region. Lest the reader consider stop reading for fear of an impenetrable propeller-head vernacular called geek-speak, we have always maintained that the secret sauce to the significant world-wide recognition for Case Western Reserve University and its efforts to support the OneCommunity (aka OneCleveland) is the fact that that project is really not about technical infrastructure. It has, from the beginning, sought to be a project about networking innovators and their pursuit of innovation over a 21st infrastructure to support institutional mission and a cross boundary portfolio approach to serving the priorities of the community.

That being said, communication scholars tell us that before the birth of the internet, basic human communication (Gutenberg, Morse, analog telephony) was based on augmenting and enhancing people-to-people communication. Between 1880-1950, Cleveland and the region was, as many have waxed nostalgically, at the heart of this part of the American century.

In the aftermath of the fall of the Berlin Wall in 1989, the invention of the web browser, and the over-investment in a global fiber optical infrastructure in the 1990s a second generation of communication technologies known today as the internet helped to level the playing field all around the world and connected more than 1 billion people and their personal computers to the world wide web. The great debate in Greater Cleveland has been a rear view mirror conversation around which too much of our interaction has been about missing the first wave of the internet. It’s time to simply stop that line of communication because the world of internet-enabled technologies is changing again. The Economist Magazine Business Intelligence group has begun to survey business and technology leaders around the world on leadership perceptions on the impact of what is being called Web 2.0 on their organizations, their businesses, and to their customers. Beyond the hype, it is important to understand that as the next billion people are connected to the Internet over the next 7 years the entire Internet experience as we know it is undergoing a radical and new transformation. Cleveland and Northeast Ohio are in a better position than most to leverage these new realities, especially if we turn our attention to the opportunity.

OneCommunity, our connected community initiative enables individuals, groups, companies, and universities anywhere in the region to collaborate with like interested parties anywhere in the world for the purposes of innovation, production, education, research, health care, like no creative platform before. This platform now operates without regards to geography, distance, and time. Going forward this platform is going to be at the center of everything. Becoming masters of the platform in the 21st century will, as history is written 200 years from now, define the rise and fall of cities as surely as mastering the platform of 19th century has helped define the history of the past 200 years. But the real challenge lies ahead. What will we do to leverage our own build out of the platform to inspire and help in the re-imagining of Cleveland 2.0?

The grand opportunity to re-imagine Cleveland 2.0 comes not from building out OneCommunity but rather the way in which we use it. All around the world the next great chapter in the communications revolution is rolling out and is being called, in various circles web 2.0. The crux of the proposition is that web 1.0 was about simple use of the Net as either electronic brochureware (1993-1998), simple and most often times single transactions between the PC user and the service provider (1999-2004). Whether or not it is self evident, we are in the middle of a qualitative shift in the use of technology and many of the technorati are calling it web 2.0. This new set of collaborative tools are a communication reality driven by today’s college-age students, one that is largely class, gender, and color blind. The impact of the millennial generation is as relevant to Taiwan as it is to Cleveland. To an unprecedented degree the new generation is totally connected. Indeed connectivity both wire and wireless is no longer really technology. Technology is innovation and discovery that occurs after you were born. For the current generation, access and participation on the web is approaching ‘digital air’. It is just there. The Center for the Digital Future at USC’s Annenberg School has recently provided the most update national survey data suggesting that more than three quarters of the American population has regular access to broadband internet. Once a leader, the United States, even with these numbers is no longer among the top 10 most connected countries. Indeed, we run the risk of dropping through the top 20 in the next couple of years. In Cleveland 2.0, we need to establish our baseline and then drive to stretch to connect 2.5 million people in our region through broadband by 2010. But more important than technology adoption it is vital to realize that Cleveland 2.0 will have to be ready for the largest workforce since the baby boom. It is a demanding, brand conscience, converged media-savvy generation whose reality is defined by mobility, multi-culturalism, and multi-tasking. It is also as ambitious a generation as the baby boomers were thought to be rebellious. Ambition for most of this generation is focused less on ideas and more on “making it”. It is also a generation for whom personalized services available at amazon.com, netflix, google suggest, inetword, flickr, mashups, dropcash, and youtube creates a huge expectations gap associated with education, public services, and traditional media.

For this generation, empowered by pervasive access, the internet has moved beyond a network of computers. It is, not to sound a cliché, a network of people. All over the world, more than 1 billion people are becoming empowered consumers, co-creating, collaborating, communicating and creating a global web 2.0. It took 15 years to reach the first billion internet users. The next billion to be connected to the Net will take only half as long and the impact will be powerful. Are we ready? This is a generation for whom email is passé, creating web pages are what your mother or father did, dial up is the equivalent for them as the horse and buggy for people of my generation. There are nearly 100,000 podcasts in iTunes. YouTube has over 100 million videos watched daily representing more than 60% of all videos watched on line. There are more than 60 million blogs with over 1.3 million entries and another 100,000 new bloggers being added to the rank of the self authoring voices on the web. Myspace has over 100 million accounts, and Flickr, the web 2.0 community’s archive of community photographs has more than 4 million users.

Cleveland 1.0-2.0 and the Web 1.0-2.0

Cleveland 1.0 was built on a command and control economy informed by its relatively short, but defining experience at the heart of the American century. Nearly 50 years ago, the world began to change and once the foundations of the internet age were in position 20 years ago, global competitiveness was defined by those who were able to leverage the transnational multinationals to segment production between what became known as core and context. Core facilities and knowledge development were still held to be an advantage held in the West, the so-called first world. Context, sourcing of raw materials, cheap labor, and basic assembly were supplied by the South, the so-called third world. The struggle to maintain the gains fought for and won in the 19th century and early 20th century continued to define the realities in northeast Ohio and much of the Great Lakes Basin. And while many in the Great Lakes continue to see the world bifurcated between First World and Third World, the reality is very different. While the gaps have not been entirely closed, the gaps are diminishing as health, education (especially women’s education), and many of the other “basics” are more readily available than ever before (http://www.gapminder.org/). Coffee growers in Ethiopia and Nicaragua can sell direct to consumers through Ebay and web sites like www.transfairusa.org. Kids in Bangladesh and Ecuador are looking to arbitrage products purchased by the over the Internet and resold in local markets. Single women head of households in Zambia and Vietnam are running Voice over IP and mobile phone services for their village neighbors as local income initiatives. Since the late 1980s, the global internet economy has changed our world, embraced by many in places like India, China, Taiwan, Singapore, Brazil, Eastern Europe and so forth at the very same time as some in our community and others were sure that it was just a passing fad.

To be sure, this is not to suggest that there isn’t poverty amidst plenty. Exploitation and other forms of deprivation are still all too readily apparent in many parts of the world. They are also the reality of people in our back yards. My point is that we are approaching an inflection point in the connecting of people to each other and with that will come significant opportunity to creating many different forms of connected learning communities with access to internet-based resources which will blur the differences between learning in Canton, Ohio and Canton, China.

Overcoming our received and deeply structured world views is not an easy thing. We all carry cognitive maps of how we see the world, including a sense of how the world also sees both us individually and us collectively. For those of us of the generation that “invented” the Internet we are preoccupied with a view of the Internet as a thing, as a construction project. After all, we were there in it was being built. While that debate may go on in some quarters, the dynamics have actually moved to an even more advanced stage of interactions across the global grid supporting collaboration and new services. Cleveland 2.0 must be informed, at least in part, by a fundamental dedication to join our future to web 2.0.

For those who have been involved in or witnessed the creation of OneCleveland and its logical morphing into OneCommunity, for us the “network” is the platform for Cleveland 2.0. Of course, we realize that there is much more to the effort to re-imagine Cleveland than just a network build out. However, it is as foundational to the Cleveland 2.0 effort as smoke stacks were to the steel economy or train tracks to the opening up of the west. All data, voice, video, and mobility services will run on the network platform. As a consumer, patron, student, faculty, staff, patient, or citizen, there is a growing expectation that you will experience the network platform as a transparent enabler that places you at the center of the experience.

Cleveland 2.0 should embrace the opportunity to development, support, and ultimately contribute our share of exportable content to join the new platform whether we are in the private or public sectors. In the re-imagination effort of 2007a recurring theme should be how we can, together, co-develop and co-produce a Cleveland 2.0 open repository of tools and applets that allow Cleveland technology players to contribute to our organizations, businesses, and public sector governments. If this sounds “foreign” and a bit “strange” let’s remember that in 2001 talk about “lighting up dark fiber” and “wireless access “ were equally strange and foreign to most. As public sector players in healthcare, education, public broadcasting and government continue to innovate on the OneCommunity platform, Cleveland 2.0 services will be of significant value not only to them but also more directly to the many private sector players who want “in”. Cleveland will become a center of excellence in leveraging its OneCommunity network to create an experience economy like no other. Cleveland 2.0 will be about the roll out of applications and services that rise to the top of our community’s priorities as articulated by Voices and Choices. It will be about a color, class, and gender-blind approach to connected health care, connected government, connected education, and connected economic development, led by the sophisticated adaptation of advanced software solutions and new shared services models. In the center of it all will be Northeast Ohio’s citizens.


What kind of Services?

As I’ve shared, web 2.0 services have begun to enter the mainstream of many global services providers. Let me share a couple of short examples from the consumer and commercial economy as a grounding point. When UPS and Fedex introduced self-tracking of packages, their customer satisfaction reached all time highs. The greatest customer service quandary, ie. ‘where is my package’ was now as knowable to the customer as it was to the customer service agent. Being able to check the weather online, traffic alerts, and other real-time views were in and of themselves a powerful break through. But today, a customer using web 2.0 tools can see the entire work flow of an order including in a single view transportation information, weather updates, logistics support, and pricing all made possible not because one organization carries all that information but because the applications are now able to talk to each other more readily and present themselves in an integrated and simple interface to the customer. P&G is using web 2.0 technologies into play to better engage with customer focus groups. More than 200,000 influential moms are helping define new products providing feedback on samples, and the like taking the key marketing value of focus group feedback to a whole new level. Train travelers in the Netherlands waiting to queue for information across the country can now approach any of more than 10,000 workers who work for the national company all equipped with wirelessly enabled PDAs to access information on the fly providing improved customer service and increasing employee productivity. In Stockholm, wirelessly enabled devices (cell phones or PDAs) are pushing consumer information to those walking in the downtown promenade based on permission based marketing. Walking by a music store to learn and you are sent a list of new CDs related to the genre of music that you’ve indicated an interest in. As you approach your favorite clothing store its new 30 percent off sale for frequent buyers is sent to your wireless device. The point of departure for these new services is that they connect multiple sources of information, sometimes from entirely separate organizations or data sources, in a transparent way making it more convenient for personalization and collaboration because it is the information you want to see, when you want to see it, on the platform/device that you want to see it on.

These new tools are as disruptive to business and organizations as the Internet itself was back in the mid-1990s. While community and business leaders see these as opportunities to create personalized services to employees and consumers, others see web 2.0 as a threat. Where one party sees an opportunity to improve communication, the same tools can be used to circulate rumors and misinformation. While many new and highly desirable personalized services can be developed, those who are concerned with important issues like privacy will see their roles to inform the public to remain vigilant in not surrendering key personal information (without at least knowing the full extent of the consequences). Web 2.0 has and will continue to make possible more direct feedback to policy and decision makers. In addition to sending email or a letter to an elected official or to City Hall, in the web 2.0 world this means that citizens will be able to have real time access to street maps and report broken street lights, graffiti on a stop sign, or a public boulevard that needs to have the grass mowed all with a simple point and click. This “direct democracy” model has some virtue but it will also raise expectations and place additional pressure for those needing to staff feedback to the now more fully engaged citizen.


Web 2.0+Cleveland 2.0=Connected Community

Early in 2007, Case Western Reserve University and a growing group of co-sponsors are proposing a full day charette to generate a “flagship 50” set of applications that can become the focus of attention as we create our portfolio of applications to address community priorities. Indeed, each institutional partner in the cross-boundary portfolio approach that characterizes Cleveland 2.0 will need to find selfish institutional value in the proposed engagement effort. Moreover, technologists will be asked to work together and invent ways of enabling these cross-institutional initiatives. While acknowledging that institutional prerogative and organizational behaviors are realities so too is the reality of the need to attend to broader community-based priorities in order to make possible a Cleveland 2.0 project. If it weren’t a stretch, Cleveland 2.0 would probably not be worth attempting as a re-imagining effort. Just to wet the appetite, here are 10 ideas that might be worth considering in this connected community undertaking.

Idea 1: Today I Decide – Cleveland 2.0

• A common, replicable and scalable web 2.0 framework enabling citizens to propose legislation in their cities and counties; with enough e-votes, the city council or county commissioners’ commits to taking it up. Moreover, a single portal of such grassroots legislative action are enabled using web 2.0 tools so that regional efforts can be developed based on connecting grassroots initiatives with each other.

Idea 2: Personal Digital Citizen Initiative – Cleveland 2.0

• Every household in Cuyahoga County earning under $40,000 should be able to apply for a Personal Digital Citizenship device. Everyone in the county should have access to the PDC gateway which should, among many other initiatives, support online petitions, interactive chat and video sessions with elected officials, streaming of committee activities all across the region, routine community votes on agenda setting topics, polls, priority setting and much more. When it finally comes down to voting at the polls, we anticipate that civic engagement will at least double as democratic practices will be routine. Of course, the same PDC can be used for education, health research, communication, and entertainment at only marginal incremental costs. Civic engagement plus education in Cleveland 2.0 can give rise to a prototypical netizenship model that connected community initiatives the world over will seek to replicate.

Idea 3: Cleveland 2.0 PledgeBank

• The Cleveland 2.0 PledgeBank is a web 2.0-enabled site to help people get things done, especially things that require lots of participants. PledgeBank allows users to set up pledges and then encourages other people to sign up to them. A pledge is a statement of the form 'I will do something, if a certain number of people will help me do it'. Some simple examples of the Cleveland 2.0 PledgeBank might be: 'I will start recycling if 100 people in my Ward will do the same'; 'I will help organize my child's school playground if 3 other parents will help'; 'I will build a useful website if 1000 people promise to contribute to it'.

Idea 4: Cleveland Health Interpreters Network

• The Cleveland Health Interpreters Network [CHIN], connected by OneCommunity represents the work of a consortium of leading public hospitals, health care organizations and technology companies. It addresses the challenge of how to communicate effectively with limited English-speaking patients and deliver quality healthcare in a multi-cultural society. Given the diversity of languages in our region, not only will CHIN support local patient care, it also provides an opportunity to drive a service model to other health care network providers who will use CHIN as an ASP. Services can be enabled to support Voice Over IP consultations but more compelling will be the implementation of thousands of video conference calls per month.

Idea 5: Student Success and Safety Messenger: a Cleveland 2.0 project

• A SMS notification solution, the SSS Messenger can record a personalized message, select a preprogrammed calling list, and send a message to parents from a computer or IP phone. The solution will allow teachers to communicate with parents more regularly and helps foster a stronger relationship with them. Linked to the student information system and back hauled over OneCommunity, the SSS system can use CMSD (or other districts’) IP voice infrastructure to notify parents of absentees, school closings, extra curricular events, student successes, and concerns.

Idea 6: Cleveland Neighborhood Health Check

• A web 2.0 enabled portal that builds on the work of the Mandel School of Applied Social Science’s Poverty Center project with SAS. The Poverty Center’s current project allows researcher’s to map layers of key demographic data across cities, wards, and even down to street level. The Neighborhood Health Check uses the same infrastructure but allows citizens to report directly to the GIS system the status and well being of 100 key neighborhood health indicators including lighting, side walks, signage, grounds upkeep, patrolling, garbage collection, and dozens of other services. This direct authoring tool will provide community members, elected officials as well as city/county service managers to gain valuable input directly from citizens on the health of the neighborhood.

Idea 7: Wireless Regional Public Transportation Services Project

• All buses and lightrail in Northeast Ohio should be connected to wireless infrastructure enabled by OneCommunity. The infrastructure should allow travelers to stay productive, engage in leisure activities, or learn about activities in neighborhoods that the transit services ride through. In addition, the transit infrastructure should be leveraged to provide every stop with a timely update on the time before the bus or rapid arrives as well as send out messages to regular passengers to their offices or homes.

Idea 8: Cleveland 2.0: International Center for High Definition Presence in Support of the Arts and Culture

• OneCommunity’s unprecedented ultrabroadband connectivity makes possible distributed performance art collaboration. Ensembles and other performers from Greater Cleveland can leverage the International Center’s core facilities to enable innovative collaborations including small traveling groups to regional or rural centers performing in real time with larger ensembles connected over OneCommunity to the International Center. New forms of art in dance, music, and theater enabling community collaborations between inner city schools in northeast Ohio and around the nation (and beyond). Experimental international collaboration all using new high definition video-based IP services.

Idea 9: Cleveland 2.0 Virtual Worlds Project

• Cleveland 2.0 is more than a physical location on the shores of Lake Erie. Cleveland 2.0 also represents a mega project to bring the core cultural, education, health care, and research in the region to the Virtual World’s platform. A photo-realistic series of sims in Second Life, the Cleveland 2.0 Virtual Worlds project will allow both citizens in the region as well as visitors from all over the world to experience Cleveland. They can have a virtual interaction with a health care professional at University Hospitals, or visit the new Cleveland Museum of Art to explore a possible donation of a wing. Education, orientations, patron experiences, concerts, poetry readings, art installations, curatorial experiences, education seminar experiences, self help organizations, and commercial services are all part of the Cleveland 2.0 Virtual Worlds project.

Idea 10: Cleveland 2.0: Northeast Ohio Oral History Project

• A community-wide collaboration to document individual family trees and link them to a wiki-version of the Encyclopedia of Cleveland allowing individuals, families, communities, churches, unions, and other organizations to link “their” story to the official story of the history of Cleveland. A combination of oral histories and video testimonials using a simple template of recording, annotating, and linking, the Oral History Project will be a model of civic engagement, appreciation for our history and building a strong foundation for future generations to celebrate local history.


The scope of the flagship 50 charette should be to generate hundreds of potential projects aligned to community priorities as outlined in the Voice and Choices process. Through a process of collaboration, assessment and evaluation, a top contender list of prospects should be developed into mini-business cases and moved to the center of the community’s radar screen for development. The ten ideas are just that, some ideas that can leverage web 2.0 technologies into solutions that can be shared broadly.

The Role of Universities in Cleveland 2.0 (and other institutional partners)

Contributing to the future of the region through participation in the Cleveland 2.0 effort might be sufficient conditions for calling on the bedrock institutions of Northeast Ohio, including our more than 20 universities, to come to the table. Elsewhere, I have gone on at great length to make the case that great universities are uniquely positioned to contribute to a 21st century reimagination and reinvention process combining thought leadership, a portfolio of experiential learning opportunities, and of course, significant and important technical skills. At the heart of the effort lies an opportunity to help architect and then articulate a portfolio of specific initiatives and their relationship to defined community priorities (as developed through Voices and Choices).

In addition, Universities (and other core institutional partners) play a critical role in developing a Cleveland 2.0 “white pages” project, a technical pre-requisite that will enable participants to traverse across organizational silos. To give an illustration, the end goal at one level is to develop a new technology solution (and a new business venture) to create a Cleveland 2.0 “one card” which knows that you are a student at Case Western Reserve University, a patron of the Cleveland Museum of Art, and a rider of the RTA. The transparent architecting leading to the provisioning of access to various services associated with Cleveland 2.0 is something that Universities (and other core institutional partners) are uniquely positioned to craft and develop.

Finally, of course, Universities are enormously important “content” partners for the Cleveland 2.0 re-imagining project for 2007. Our privileged role in our region as a center of discovery, knowledge, experimentation, and exploration makes the content that we create (educational, research, entertainment, technical) of significant value to the build out of a connected community regional project. The goal in Cleveland 2.0 is both provide access to appropriate content as a stand alone offering and specifically, tie our content offerings to other services that are of value to the broader community whether those are linked as services to K-12, libraries, museums, healthcare, government, non-profit activities, commercial and consumer services, media and/or broadcasting and so forth.


Final Word

Neither the first word nor certainly the last word, the call for 2007 to be the year to launch the re-imagining of Cleveland is an effort to lend a voice of optimistic realism to a community at risk. We are not alone. We are better positioned than many other rust belt regions around the world to leverage the remarkable wealth and deep commitments of the community. The pursuit of a ‘dare to be great’ strategy is more important in 2007 then ever before. From the vantage point of the technology leadership in the region, while we continue to advocate and enable further technology adoption and connectivity, we now bring forward an ambitious vision to significantly leverage the OneCommunity connecting more than 300,000 public sector and non-profit workers in the region. There are countless other initiatives underway that contribute significantly to the re-imagination of Cleveland and beyond. Some of those efforts leverage technology while others are distinctive because of other value propositions. We remain focused on the horizon while understanding the global drivers for innovation and creativity. The goal is a connected community that believes that it can chart its own future. In the center of the eco-system is a new generation of connected young people who are growing up in a new and very different world. It is the next generation that needs to hold on to hope and pursue opportunity. The Cleveland 2.0 project can make a contribution to the remaking, reinvention and reinvigoration of our community. I hope you will lend your voice and ideas to the re-imagination effort.

Lev Gonick, January 15, 2007 (version 0.93)

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