A model for programmatic assessment in action is proposed that optimizes assessment for learning as well as decision making on learner progress. It is based on a set of assessment principles that are interpreted from empirical research. The model specifies cycles of training, assessment and learner support activities that are completed by intermediate and final moments of evaluation on aggregated data-points. Essential is that individual data-points are maximized for their learning and feedback value, whereas high stake decisions are based on the aggregation of many data-points. Expert judgment plays an important role in the program. Fundamental is the notion of sampling and bias reduction for dealing with subjectivity. Bias reduction is sought in procedural assessment strategies that are derived from qualitative research criteria. A number of challenges and opportunities are discussed around the proposed model. One of the virtues would be to move beyond the dominating psychometric discourse around individual instruments towards a systems approach of assessment design based on empirically grounded theory.
MULTIFILE
We present a method for measuring gait velocity using data from an existing ambient sensor network. Gait velocity is an important predictor of fall risk and functional health. In contrast to other approaches that use specific sensors or sensor configurations our method imposes no constraints on the elderly. We studied different probabilistic models for the description of the sensor patterns. Experiments are carried out on 15 months of data and include repeated assessments from an occupational therapist. We showed that the measured gait velocities correlate with these assessments.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
