Nuestra Escuela. Estimadas y estimados estudiantes

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1 Nuestra Escuela Estimadas y estimados estudiantes Inicia un nuevo año lectivo, el cual para algunos y algunas de ustedes es la continuidad de una meta o esfuerzo que iniciaron hace uno, dos o hasta cuatro años, cuando ingresaron a la Universidad. Pero para otras personas, esta etapa apenas inicia en este I semestre De parte de esta Dirección, el equipo docente y el equipo administrativo de la Escuela de Ingeniería Industrial, les deseamos la más cordial bienvenida a este año lectivo 2014; y esperamos que sea una nueva aventura llena de mucha satisfacción personal y muchos logros en el camino hacia el éxito. Les recordamos que la Escuela de Ingeniería Industrial está para apoyarles y acompañarles en todo este proceso, por lo que les invitamos a formar parte activa en las actividades que se han organizado y, en general, a ser parte de los medios de comunicación que se han puesto a disposición de todo el alumnado y el cuerpo docente y administrativo. Cordialmente; PhD. Eldon Caldwell Marín Director de la Escuela de Ingeniería Industrial Escuela de Ingeniería Industrial

2 Actividad de bienvenida 2014 El pasado viernes 7 de marzo la Escuela de Ingeniería Industrial realizó la actividad de bienvenida para los y las estudiantes de primer ingreso de las tres sedes. La imagen presenta una muestra de la actividad. Entre charlas de ética y motivación, un refrigerio, rally y el almuerzo los y las estudiantes compartieron, se conocieron y disfrutaron del día junto a algunos(as) docentes. Escuela de Ingeniería Industrial

3 What s New Developing a Culture of Knowledge Management Strategic philanthropy requires reliable information. But in a world increasingly dominated by big data, foundations are only beginning to think about what kind of data to collect and access. That in itself is challenging, but actually using that data will require something even more challenging: developing a culture of knowledge management. Let's start with the three types of data foundations need. Transactional Data During the many years I worked as a foundation program officer and supervised others, my staff and I were expected to know who else was funding our grantee organizations. I have never seen an internal foundation grant recommendation form that didn't ask for that basic piece of data. Sounds easy, right? But to this day, the primary way of gathering that information is to ask the grantee. Further upstream from the actual process of recommending and approving grants is scanning a focus area such as homelessness. Foundations hire consultants, and ask them to interview nonprofits and foundations they know to figure out the whowhat-where of funding, and then make strategic recommendations. Overreliance on personal networks and verbal communication is the norm among philanthropists. Tomado de:

4 What s New Developing a Culture of Knowledge Management The result: For the 1,100 largest US foundations, most of which consider themselves strategic, nearly $13 billion or, half of their annual giving winds up going to the top 1 percent of their 57,000 recipients. That sounds to me more like tunnel vision than strategy. Contextual Data Strategy requires knowing something about the context in which you are funding. Crafting a successful, opportunity-based scholarship program depends on information such as demographics, income levels, matriculation and graduation rates, and other sources of financial aid. Foundations systematically gather, store, and utilize very little of this information, even though it has never been easier to access; government data is becoming more open globally, and data analytics and visualization technologies are getting better and cheaper. Imagen ilustrativa Tomado de:

5 What s New Developing a Culture of Knowledge Management Yet to the extent that such data are compiled at all, it is usually through a onetime search done by a program officer or assistant during strategy planning, or as part of a grantee application or progress report. Potentially valuable contextual data lives inside foundations as static information, and dies in Word or PDF documents that were once stored in filing cabinets, today in the Cloud. It is used primarily to give the impression of rigor, rather than as a strategic asset. Imagen ilustrativa Impact Data OFoundations are understandably reluctant to claim success when they cannot directly attribute it to their intervention, but that may be a case of letting the perfect be the enemy of the good. Foundations should focus instead on showing how they have contributed to success, and let that be good enough. What really worries me is the opposite trend: foundations so obsessed with impact that they increasingly outsource data collection and proof to their grantees. That wouldn't be so bad if there were more evidence that foundations actually used all that data from applicants and grantees, or even from external evaluations they funded, to create knowledge that they could share both with each other and the social sector writ large. Tomado de:

6 What s New Developing a Culture of Knowledge Management Will foundations learn to use data? Philanthropy has evolved from an early notion of giving away money to the strategic practice of social investment." But for strategic philanthropy to realize its true potential, foundations need to learn how to manage information (data) to produce and share knowledge. Doing so will depend on changing internal incentive systems, in which foundations employ static data primarily as means for approving strategies and monitoring grants. Foundations will need to view their grants management systems as virtual work spaces, and the digital information that flows through them as knowledge assets. There is hope on the horizon. Companies like Foundant and FLUXX are beginning to pull transaction data from the Foundation Center directly into their grants management software. The Gates Foundation is experimenting with making every type of contextual data its program staff could ever need available through an in-house platform. Affinity groups like Media Impact Funders and coalitions of funders working on issues such as access to safe water and black male achievement (see image below) are making transaction and contextual data available on public-facing web portals. And IssueLab, a service of the Foundation Center, is making thousands of evaluations, lessons, and best practice documents available and searchable to begin to get at the elusive questions of impact. These are but a few of a growing series of initiatives. Tomado de:

7 La página de la Escuela! Escuela de Ingeniería Industrial

8 La página de la Escuela! Escuela de Ingeniería Industrial

9 CONTACTOS Para sugerencias, dudas, comentarios acerca del boletín y sus artículos, contáctenos: Correo electrónico de la comisión editora de boletín: boletin.eii@ucr.ac.cr. Correo Escuela: INGENIERIA.INDUS TRIAL@ucr.ac.cr Página web: Si tienes un sueño en tu corazón, y de verdad crees en él, corres el riesgo de que se convierta en realidad. Walt Disney Facebook: Facebook.com/Ingeni ería Industrial UCR Twitter: eiiucr