Challenge I work in public administration , and my job is to administer ﬁnancial support   programs for international cooperation in higher education . We have many   very different funding schemes , and one of them had recently ﬁnalized its ﬁrst   phase . About 14 smaller projects had received support for a 3 year period . I   had no previous knowledge of these projects , and I was suddenly given the   task to look into what adjustments should be made if we were to fund a   second phase . I read the ﬁnal project reports to get an impression of what   they had achieved , and for the most part they had been successful despite a   lot of practical challenges . However , I was unsure if the report format ensured   that all relevant information was communicated . I also wondered if the project   coordinators were affected by the fact that they were reporting to a funding   agency , and had to report a sufﬁcient amount of activities to get their ﬁnancial   report approved . I was short on time , and expected to give policy advice on   the basis of these few reports . 

 Selection and application I decided to apply a more open approach calling each project coordinator to   give me their story . This was a kind of ﬂipped use of the storytelling tool   ( referred to in week 2)- not for me to sell a product or a service in the ﬁrst   hand , but for the users to be able to sell me theirs . Given the limited time , I   had to base my data gathering on telephone interviews . I asked very open   general questions about how they came about to start their project and where   they are now . The result was 10 stories from the researchers who had   coordinated the international projects , how the project came about , what was   they cause , and how did they perceived the future . 

 Insight What unfolded was a much more personal story , like a black and white   picture ﬁlled with colour . From these stories I could gather many useful   insights that had not been available through the formal reports . I could also   use their stories to more personally explain the mission of our agency , and to   inspire other researchers to get into more international collaboration . The   stories even served as useful input to the design of ﬁnancial support   programmes . For example , what became evident was that the most   successful projects were based on a personal connection , a common   research interest , a vision to improve education , and some form of connection   to the world outside ( industry or innovation activities ) . The projects that had a   little bit of all these elements from the very start were the ones who manage   to successfully upscale their collaboration , and truly make an impact . It was   easier for them to get funding from more prestigious research and education 

 programs after the ﬁrst project had ﬁnalised . This means that our ﬁnancial   support scheme should support this from the very beginning , not necessarily   perceive it as a stepping stone ( ﬁrst research , then education , then som   connection to industry / innovation ) .               Approach For the next time , I would love to do this as a part of an ethnographic   approach much earlier in the innovation process , using interviews combined   with visualization tools , and I would involve different kind of stakeholders .   Through this course I have realized that in government administration we are   mostly concerned with implementing something that have been decided at   policy level , but skip the exploration phase on how this could be done . We   just do it like we have done it before , perhaps with some smaller adjustments .    The course also made me realize that it is not just what kind of data you have   that matters , but how you gather your data . If we had users and stakeholders   involved in a different manner , using a design thinking approach , we could   possibly achieve our mission in a better way and ensure more efﬁcient use of   taxpayers money . We would also be better at providing policy advice , based   on what really works . Coming from public sector , I particularly liked the Good   Kitchen story . I was very inspired by the fact that true innovation could   happen in any organisation , also smaller public ones , if we truly put our   « customers » at the centre . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Challenge I work in public administration , and my job is to administer ﬁnancial support   programs for international cooperation in higher education . We have many   very different funding schemes , and one of them had recently ﬁnalized its ﬁrst   phase . About 14 smaller projects had received support for a 3 year period . I   had no previous knowledge of these projects , and I was suddenly given the   task to look into what adjustments should be made if we were to fund a   second phase . I read the ﬁnal project reports to get an impression of what   they had achieved , and for the most part they had been successful despite a   lot of practical challenges . However , I was unsure if the report format ensured   that all relevant information was communicated . I also wondered if the project   coordinators were affected by the fact that they were reporting to a funding   agency , and had to report a sufﬁcient amount of activities to get their ﬁnancial   report approved . I was short on time , and expected to give policy advice on   the basis of these few reports . 

 Selection and application I decided to apply a more open approach calling each project coordinator to   give me their story . This was a kind of ﬂipped use of the storytelling tool   ( referred to in week 2)- not for me to sell a product or a service in the ﬁrst   hand , but for the users to be able to sell me theirs . Given the limited time , I   had to base my data gathering on telephone interviews . I asked very open   general questions about how they came about to start their project and where   they are now . The result was 10 stories from the researchers who had   coordinated the international projects , how the project came about , what was   they cause , and how did they perceived the future . 

 Insight What unfolded was a much more personal story , like a black and white   picture ﬁlled with colour . From these stories I could gather many useful   insights that had not been available through the formal reports . I could also   use their stories to more personally explain the mission of our agency , and to   inspire other researchers to get into more international collaboration . The   stories even served as useful input to the design of ﬁnancial support   programmes . For example , what became evident was that the most   successful projects were based on a personal connection , a common   research interest , a vision to improve education , and some form of connection   to the world outside ( industry or innovation activities ) . The projects that had a   little bit of all these elements from the very start were the ones who manage   to successfully upscale their collaboration , and truly make an impact . It was   easier for them to get funding from more prestigious research and education 

 programs after the ﬁrst project had ﬁnalised . This means that our ﬁnancial   support scheme should support this from the very beginning , not necessarily   perceive it as a stepping stone ( ﬁrst research , then education , then som   connection to industry / innovation ) .               Approach For the next time , I would love to do this as a part of an ethnographic   approach much earlier in the innovation process , using interviews combined   with visualization tools , and I would involve different kind of stakeholders .   Through this course I have realized that in government administration we are   mostly concerned with implementing something that have been decided at   policy level , but skip the exploration phase on how this could be done . We   just do it like we have done it before , perhaps with some smaller adjustments .    The course also made me realize that it is not just what kind of data you have   that matters , but how you gather your data . If we had users and stakeholders   involved in a different manner , using a design thinking approach , we could   possibly achieve our mission in a better way and ensure more efﬁcient use of   taxpayers money . We would also be better at providing policy advice , based   on what really works . Coming from public sector , I particularly liked the Good   Kitchen story . I was very inspired by the fact that true innovation could   happen in any organisation , also smaller public ones , if we truly put our   « customers » at the centre .
### Output: 