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Regarding innovation and interaction, some refer to this as big “I”, and little “i” innovation instead. Big “I” innovation refers to big or disruptive innovations that totally change the landscape of a business, its products or the dynamics of the market. In contrast, little “i” innovation refers more to incremental changes or improvements to businesses and products. Another way to look at little “i” innovation is as iteration.

This series highlights digital divides across Canada, in hopes that by recognizing the interrelated issues of internet access, adoption and quality, a clearer path toward meaningful digital inclusion and equity can better shape our technology governance and digital policies.

This report provides an evaluation of Learning Technology and Innovation Leadership courses delivered between 2015 and 2017.

This post comes out of an interesting LinkedIn post and I thought it is probably something others are starting to look into. I'm not a lawyer, nor an expert in this area, but it's an area that definitely intersects with the Settlement Sector & Technology Task Group final report.

The pandemic meant that everyone had to move services online. For New Canadians, that move was probably easier than many. Already adept at online content sharing, as well as an OMNI TV show that's run for a number of years, it made sense that they would create something like Café New Canadians, a virtual event series.

In this episode, I’m chatting with a few folks from the Somerset West Community Health Centre in Ottawa about their experiences with digital equity and virtual care. On the line with me are Sue Merrill, Manager of Quality Improvement, Planning and Evaluation, Lisa Vadeboncoeur, Digital Equity and Virtual Progamming Project Assistant, Magda Osman, Community Health Promoter.

In a hybrid service delivery model with baseline capabilities and competencies, each Frontline Practitioner, Manager, Director, Executive Director/CEO, and newcomer should have the same understanding of what a baseline hybrid service delivery model can offer. Consistency is key. SPOs can exceed this baseline, developing solutions beyond and above the baseline. They may have internal resources, or be connected to external resources (possibly shared among other agencies) to ensure that they have the capacity to provide an expected level of hybrid service delivery.

This section explores promising practices and models outside of the immigrant serving sector with a specific focus on innovation, solutions, and implications that other sectors have been implementing to enhance services in their organizations. In particular, we are interested in the evolution of Virtual Care practices in health care.

Sectors and organizations are increasingly being asked to create their own data ethics standards, practices, and procedures. Organizations require the skills to gain meaningful insights from data in order to unleash the strength of data. Measuring service delivery outcomes in a hybrid service model practice requires a different lens than simply the quantitative one.