Cluster Coordination Performance Monitoring
|
|
|
- Kathryn Walton
- 10 years ago
- Views:
Transcription
1 Cluster Coordination Performance Monitoring
2 What is the CCPM? A self-assessment of cluster performance against the 6 core cluster functions and Accountability to Affected populations: 1. support service delivery 2. inform the HC/HCT's strategic decision-making 3. strategy development 4. monitor and evaluate performance 5. capacity building in preparedness and contingency planning. 6. Advocacy 7. + section on Accountability to Affected Populations A country led process, supported by Global Clusters and OCHA The CPM can be applied by both clusters and sectors
3 Where does the CCPM come from? Transformative Agenda Improve coordination and accountability Developed by the IASC SWG on the Cluster Approach and endorsed by the IASC WG in 2012 Piloted in 2012 and implemented from
4 Why monitor cluster coordination performance? Ensure efficient and effective coordination Take stock of what functional areas work well and what areas need improvement Raise awareness of support needed from the HC/HCT, cluster lead agencies, global clusters or cluster partners Opportunity for self-reflection Strengthening transparency and partnership within the cluster Show the added value and justify the costs of coordination
5 The CCPM does not Monitor response (service delivery) Evaluate individual partners or coordinators Evaluate if/when clusters should be deactivated, merged etc. (Review of the cluster architecture) Exclude usage of other tools with the same purpose
6 When to implement the CCPM? Protracted crises: Annually, but clusters decide when to implement it New emergencies: 3-6 months after the onset and once every year thereafter. If several core functions have been registered as weak - more frequent Avoid simultaneous commitments (e.g. the Strategic Planning Process, donor visits etc.)
7 Who is involved? Ideally all clusters (cluster coordinators and partners) Global clusters: Technical and facilitation support OCHA-HQ: Technical and facilitation support when clusters don t have the survey tool OCHA-FO: coordinate across clusters (ICC) and ensure engagement of HC/HCT
8 CCPM in steps
9 Step I: Planning HCT decision on CCPM timeframe and participation Inter-cluster Coordination Group discussion Each cluster meets to: Discuss the CCPM purpose, process, methodology and outputs; Clarify timeframe for survey and completion of report; Clarify role of government counterpart Establish commitment to follow-up on agreed actions to improve performance. Output I: Agreement on implementation and timeframe
10 Step II: The Survey Three online questionnaires: i. The Cluster Description Report, completed by the cluster ii. iii. coordinator Coordination performance questionnaire, completed by the cluster coordinator, app min Coordination performance questionnaire, completed by the cluster partners, app min Important: Responses are anonymous - but avoid sensitive comments Important to fully complete the questionnaire Survey results only shared externally after the cluster has contextualised it.
11 Step II: The Survey Example of survey question: Has your organization been involved in the development of the strategic plan? No strategic plan (NA) My organization was not asked to be involved My organization was asked to be involved but has not contributed My organization was asked to be involved, has contributed but contribution not adequately taken into account My organization was asked to be involved, has contributed and contribution somewhat adequately taken into account My organization was asked to be involved, has contributed and contribution adequately taken into account
12 Step II: The Survey Analysis and scoring of performance status The median score for each sub-catagory is calculated based on aggregated results of partners and coordinator. The median score is classified into a 4 categories of performance status: Score Performance status >0.75% Green = Strong % Yellow = Satisfactory (needs minor improvement % Orange = Unsatisfactory (needs major improvement 0.25% Red = Weak
13 Step II: The Survey Output II: The survey results are weighted and compiled into a report
14 Step III: Cluster analysis and action planning Review/amend the Cluster Description Report Explain/contextualize findings Identify actions for improvement (focus on weak and unsatisfactory performance), timeframe and responsible for follow-up Pinpoint support requirements! Clusters can request the secretariat of the global clusters or OCHA-HQ for facilitation support
15 Step III: Cluster analysis and action planning Output III: Final CCPM and Action Plan Actions for improvement, timeframe and responsible for follow-up Awareness of support requirements (HC/HCT, Cluster Lead Agencies, Partners, OCHA, Global Clusters and national authorities) Shared with the HC/HCT and Global Cluster and, if applicable, the national authorities
16 Step IV: Follow-up & Monitoring Follow-up: ICC: Review of Reports/Action Plans identify common weaknesses to be addressed systematically. HCT: Presentation of Reports/Action Plans and discussion of support requirements Monitoring: Take stock of progress at monthly cluster meetings Quarterly progress reporting to the HCT Output IV: Quarterly reports to HCT
global Food Security Cluster INFORMATION MANAGEMENT FRAMEWORK
global Food Security Cluster INFORMATION MANAGEMENT FRAMEWORK Updated April 2016 1 Contents 1.BACKGROUND... 3 2. OBJECTIVES AND BENEFITS... 4 3. PRINCIPLES... 6 4. CORE IM PRODUCTS... 7 2 1. BACKGROUND
IASC Gender Standby Capacity Project (GenCap) Strategy 2014-2016. Summary
IASC Gender Standby Capacity Project (GenCap) Strategy 2014-2016 Summary This three-year strategy has been developed with the aim of providing the IASC Gender Standby Capacity Project (GenCap) with a strategic
Protection cluster performance monitoring report May 2014
Protection cluster performance monitoring report May 2014 I. Description of the process The monitoring tool was presented to cluster members during the protection cluster meeting on 3 rd April 2014 conducted
Emergency Response Preparedness Approach
Emergency Response Preparedness Approach Background Inter-Agency Emergency Response Preparedness (ERP) is an action-oriented approach to enhance readiness for humanitarian response. The ERP approach seeks
E Distribution: GENERAL EVALUATION REPORTS. Agenda item 6
Executive Board Second Regular Session Rome, 10 13 November 2014 EVALUATION REPORTS Agenda item 6 For consideration MANAGEMENT RESPONSE TO THE RECOMMENDATIONS OF THE FAO/WFP JOINT EVALUATION OF FOOD SECURITY
Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings
Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings Disaster prone countries Advocacy and Awareness Make disaster risk reduction for resilience, including
HUMANITARIAN. Food 11. Health 4 Shelter 4 Other 7 OECD/DAC
#094 DENMARK Group 1 PRINCIPLED PARTNERS OFFICIAL DEVELOPMENT ASSISTANCE HRI 2011 Ranking 2nd 0.90% AID of GNI of ODA P4 6.2% US $32 6.95 P5 7.62 7.12 7.49 P3 7.90 P1 5.35 P2 Per person AID DISTRIBUTION
Terms of Reference for the Shelter/CCCM/NFIs Cluster in Yemen
I. Background Terms of Reference for the Shelter/CCCM/NFIs Cluster in Yemen This background information is updated, taking into consideration the new emerging situation in the country. The Shelter/CCCM/NFIs
Status Report of the Auditor General of Canada to the House of Commons
2011 Status Report of the Auditor General of Canada to the House of Commons Chapter 1 Financial Management and Control and Risk Management Office of the Auditor General of Canada The 2011 Status Report
AUDIT REPORT INTERNAL AUDIT DIVISION. Audit of OCHA s management of the Haiti Emergency Relief and Response Fund
INTERNAL AUDIT DIVISION AUDIT REPORT Audit of OCHA s management of the Haiti Emergency Relief and Response Fund Overall results relating to the management of the Haiti Emergency Relief and Response Fund
QATAR UNIVERSITY Non-Academic Unit Review (NUR)
QATAR UNIVERSITY Non-Academic Unit Review (NUR) 0 GENERAL_ Non-Academic Unit Review (NUR)_0XX Contents: Purpose Who Should Know This Policy Policy Description Definitions Responsibility Policy Statements
Humanitarian Performance Monitoring Toolkit
Humanitarian Performance Monitoring - Toolkit and Guide 01 June 2011 Humanitarian Performance Monitoring Toolkit See UNICEF Intranet http://intranet.unicef.org/emops/emopssite.nsf/root/pagecccpm1 Executive
» Kienbaum 360 Degree Feedback
» Kienbaum 360 Degree Feedback Develop leaders. Improve leadership quality. What we offer 2» The Challenge 3 Self-reflected, authentic, confident Why leadership quality is so important good leaders make
The IASC Principals Commitments on Accountability to Affected Populations (CAAP) Tools to assist in meeting the commitments 1
The IASC Principals Commitments on Accountability to Affected Populations (CAAP) Tools to assist in meeting the commitments 1 The CAAP In December 2011, the IASC Principals endorsed the following 5 commitments:
COMPANY LOGO. Project Charter Project Charter
Project Name Project Number The is created in the Initiating Process Group. Typically, a Project Manager, external to the project, writes the as an objective assessment. It formally authorizes the project
GENERIC TERMS OF REFERENCE Environmental Field Advisor (EFA) OCHA Environmental Emergency Section (EES)
GENERIC TERMS OF REFERENCE Environmental Field Advisor (EFA) OCHA Environmental Emergency Section (EES) Background Within the context of humanitarian action, environmental factors (such as scarce natural
systems for planning needs assessment and response (Objective 3) needs assessment methodology, including joint needs assessments (Objective 4)
Accountability to Affected Populations The Operational Framework The Operational Framework summarizes the key concepts for making programming at the field level more accountable to affected populations.
Program Evaluation, Performance Measurement, and Data Collection
Program Evaluation, Performance Measurement, and Data Collection CSR, Incorporated Tribal Youth Program Regional Training March 26, 2007 Session Objectives Explain purpose and importance of evaluation
EVALUATION REPORT. EVALUATION OF UNICEF S EMERGENCY PREPAREDNESS SYSTEMS Executive Summary
EVALUATION REPORT EVALUATION OF UNICEF S EMERGENCY PREPAREDNESS SYSTEMS Executive Summary EVALUATION OFFICE DECEMBER 2013 EVALUATION REPORT EVALUATION OF UNICEF S EMERGENCY PREPAREDNESS SYSTEMS Executive
2.0 Information Management and the Humanitarian Context
2.0 Information Management and the Humanitarian Context 2.1 What is Information Management? The term information management covers the various stages of information processing from production to storage
REPORT 2014/078 INTERNAL AUDIT DIVISION
INTERNAL AUDIT DIVISION REPORT 2014/078 Audit of the Office for the Coordination of Humanitarian Affairs (OCHA) Managing Agent role for the Somalia Common Humanitarian Fund Overall results relating to
E Distribution: GENERAL RESOURCE, FINANCIAL AND BUDGETARY MATTERS. Agenda item 6 FINAL UPDATE ON THE WINGS II PROJECT.
Executive Board First Regular Session Rome, 8 11 February 2010 RESOURCE, FINANCIAL AND BUDGETARY MATTERS Agenda item 6 For information* FINAL UPDATE ON THE WINGS II PROJECT E Distribution: GENERAL WFP/EB.1/2010/6
Islamic Republic of Afghanistan, Post Disaster Need Assessment (PDNA) Training Manual
Islamic Republic of Afghanistan, Ministry of Rural Rehabilitation and Development (MRRD) Ministry of Rural Rehabilitation & Development Post Disaster Need Assessment (PDNA) Training Manual Social Protection
Note: This App is under development and available for testing on request. Note: This App is under development and available for testing on request. Note: This App is under development and available for
Transport Assessment Tool
Transport Assessment Tool Introduction Health programs can use the Transport Assessment Tool to review the performance of a transport system that manages any health commodity. The tool includes questions
UNICEF Management Response to Evaluation of UNICEF s Cluster Lead Agency Role in Humanitarian Action
UNICEF Management Response to Evaluation of UNICEF s Cluster Lead Agency Role in Humanitarian Action Document title: Evaluation of UNICEF s Cluster Lead Agency Role in Humanitarian Action Office and person
Global Nutrition Cluster Information and Knowledge Management Strategy in support of country Cluster IM/KM work 2014-2016
Global Nutrition Cluster Information and Knowledge Management Strategy in support of country Cluster IM/KM work 2014-2016 Table of Contents Table of Contents... 1 Executive summary... 2 1 Background...
PERFORMANCE MONITORING & EVALUATION TIPS CONDUCTING DATA QUALITY ASSESSMENTS ABOUT TIPS
NUMBER 18 1 ST EDITION, 2010 PERFORMANCE MONITORING & EVALUATION TIPS CONDUCTING DATA QUALITY ASSESSMENTS ABOUT TIPS These TIPS provide practical advice and suggestions to USAID managers on issues related
A Capability Model for Business Analytics: Part 2 Assessing Analytic Capabilities
A Capability Model for Business Analytics: Part 2 Assessing Analytic Capabilities The first article of this series presented the capability model for business analytics that is illustrated in Figure One.
Monitoring, Evaluation and Learning Plan
Monitoring, Evaluation and Learning Plan Cap-Net International Network for Capacity Building in Sustainable Water Management November 2009 The purpose of this document is to improve learning from the Cap-Net
INTER-AGENCY CONTINGENCY PLANNING GUIDELINES FOR HUMANITARIAN ASSISTANCE. November 2007 IASC. Inter-Agency Standing Committee
INTER-AGENCY CONTINGENCY PLANNING GUIDELINES FOR HUMANITARIAN ASSISTANCE November 2007 IASC Inter-Agency Standing Committee INTER-AGENCY CONTINGENCY PLANNING GUIDELINES FOR HUMANITARIAN ASSISTANCE Endorsed
The University s responsibilities and its arrangements for internal audit Internal audit protocol 2014/15 to 2016/17
The University s responsibilities and its arrangements for internal audit Internal audit protocol 2014/15 to 2016/17 Summary This paper sets out the University s current obligations and arrangements for
UNDP Programming Manual December 2000. Chapter 7: MONITORING, REPORTING AND EVALUATION Page 1
Chapter 7: MONITORING, REPORTING AND EVALUATION Page 1 Contents Page 7.0 MONITORING, REPORTING AND EVALUATION See the New M & E Framework. 7.1 Policy framework 7.1.1 General policy statements 7.1.2 Coverage
Inter-American Development Bank KNOWLEDGE AND LEARNING SECTOR (KNL) TECHNICAL NOTES. No. IDB-TN-421 AFTER ACTION REVIEW
Inter-American Development Bank KNOWLEDGE AND LEARNING SECTOR (KNL) TECHNICAL NOTES AFTER ACTION REVIEW No. IDB-TN-421 June 2012 AFTER ACTION REVIEW Inter-American Development Bank 2012 http://www.iadb.org
Human Resource (HR) Management Strategy
Human Resource (HR) Management Strategy Appeal No. MAA00034 8 June 2011 This report covers the period 01 January to 31 December 2010. HR Seminar 2010 In brief Programme outcome: The overall outcome is
TRANSITION FROM RELIEF TO DEVELOPMENT: Key Issues Related to Humanitarian and Recovery/Transition Programmes
Internal Working Document Draft: May 8 2006 UNITED NATIONS NATIONS UNIES Secretary-General s High-level Panel on UN System-wide Coherence in the Areas of Development, Humanitarian Assistance, and the Environment
Server Monitoring Reports for Matrix IT
Server Monitoring Reports for Matrix IT Matrix IT Solutions Limited October 2013 Table of Contents 1 Introduction...1 1.1 Overview...1 1.2 All Sites...1 1.3 Percentage Good Analysis...1 1.4 Outage Analysis...1
Final Report. Audit of the Project Management Framework. December 2014
Final Report Audit of the Project Management Framework December 2014 Audit of the Project Management Framework Table of Contents Executive summary... i A - Introduction... 1 1. Background... 1 2. Audit
Problems and Measures Regarding Waste 1 Management and 3R Era of public health improvement Situation subsequent to the Meiji Restoration
WHO HEALTH EMERGENCY PROGRAMME RESULTS FRAMEWORK AND BUDGET REQUIREMENTS 2016-2017 16 May 2016
PURPOSE WHO HEALTH EMERGENCY PROGRAMME RESULTS FRAMEWORK AND BUDGET REQUIREMENTS 2016-2017 16 May 2016 Financing the work of the new WHO Health Emergencies Programme will require a combination of core
Supporting effective teamwork
Supporting effective teamwork A checklist for evaluating team performance CHAPTER 26 : HATCHED Margaret Kilvington and Will Allen Summary Teams can be instruments for achieving changes in culture and practice
PARTICIPATORY SELF-EVALUATION REPORTS: GUIDELINES FOR PROJECT MANAGERS
PARTICIPATORY SELF-EVALUATION REPORTS: GUIDELINES FOR PROJECT MANAGERS 1 Table of Contents Background A. Criteria B. Definition C. Rationale D. Initiator E. Timing F. Planning G. Involvement of the Independent
User Guide. Sales Performance App
User Guide Sales Performance App 1 Introduction IMSmart is the latest business intelligence (BI) offering from Ingram Micro. Compiling your relevant, up-to-date business data from nine different sources,
Human mobility and displacement tracking
Human mobility and displacement tracking The importance of collective efforts to efficiently and ethically collect, analyse and disseminate information on the dynamics of human mobility in crises Mobility
12 Components Monitoring & Evaluation System Assessment
10 January 12 Components Monitoring & Evaluation System Assessment Guidelines to Support Preparation, Implementation and Follow-Up Activities These guidelines support the use of the standardized tool:
Audit of Project Management Governance. Audit Report
Audit of Project Management Governance Audit Report March 2015 TABLE OF CONTENTS Executive Summary... 3 What we examined... 3 Why it is important... 3 What we found... 3 Background... 5 Objective... 6
Understanding the Resource Allocation System (RAS)
Understanding the Resource Allocation System (RAS) Developing a self-directed support approach to resource allocation for children, young people and families February 2013 In Control 2013 Authors Clive
EVALUATION OF THE EFFECTIVENESS OF ACCOUNTING INFORMATION SYSTEMS
49 International Journal of Information Science and Technology EVALUATION OF THE EFFECTIVENESS OF ACCOUNTING INFORMATION SYSTEMS H. Sajady, Ph.D. M. Dastgir, Ph.D. Department of Economics and Social Sciences
In the wake of setting its primary focus in 2003 of
The Establishment of an Internal Control System In the wake of setting its primary focus in 2003 of standardizing and systematizing organizational systems, the ICDF has created an internal control system
Summary Record of the Sixth Meeting of the IWG, Washington D.C, 2014
Summary Record of the Sixth Meeting of the IWG, Washington D.C, 2014 Document 08 SEVENTH INTERNATIONAL DIALOGUE WORKING GROUP MEETING ON NEW DEAL IMPLEMENTATION 22-23 May 2015, Abidjan, Côte d Ivoire INTERNATIONAL
Disaster Preparedness and Response World Health Organization Regional Office for Europe. Introduction to the VRAM
Disaster Preparedness and Response World Health Organization Regional Office for Europe 1 WHO principles all-hazard approach the multidisciplinary (intrasectoral) approach multisectoral approach comprehensive
Supervisor s Guide to Performance Management: Performance Evaluation 1
Updated: March 2014 Supervisor s Guide to Performance Management: Performance Evaluation What is Performance Management? Performance management focuses on the supervisor s basic responsibility of encouraging
Strategy for implementation of the UN System-wide Action Plan as part of the CEB Policy on gender equality and the empowerment of women
Strategy for implementation of the UN System-wide Action Plan as part of the CEB Policy on gender equality and the empowerment of women Roll-out strategy July 2012-April 2013 Prepared by the Coordination
Review of the World Food Programme s Humanitarian and Development Effectiveness 2006-2011
Review of the World Food Programme s Humanitarian and Development Effectiveness 2006-2011 4 April 2012 Preface This review provides an independent and evidence-based assessment of the effectiveness of
Appendix 1e. DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA. Performance Management Framework
Appendix 1e DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA Performance Management Framework DISTRIBUTION LIST Audit Team David Esling, Head of Audit and Assurance - Risk Management
4a Revalidation: Guidance on Colleague and Patient Questionnaires Annex A. Revalidation: Guidance on Colleague and Patient Questionnaires
4a Revalidation: Guidance on Colleague and Patient Questionnaires Annex A Revalidation: Guidance on Colleague and Patient Questionnaires The document is intended to provide guidance for those involved
INTERNAL AUDIT DIVISION AUDIT REPORT 2013/020. Audit of the Umoja software system (SAP) implementation
INTERNAL AUDIT DIVISION AUDIT REPORT 2013/020 Audit of the Umoja software system (SAP) implementation Overall results relating to effective implementation and configuration of the SAP system were initially
Terms of Reference. Food Security. Sector Coordination-Lebanon
Terms of Reference Food Security Sector Coordination-Lebanon Background Lebanon hosts the largest Syrian refugee population in the region. Since the outset of the influx in 2011, the Government of Lebanon
ASSESSING THE EFFECTIVENESS OF COMPANY GRIEVANCE MECHANISMS
REPORT SUMMARY ASSESSING THE EFFECTIVENESS OF COMPANY GRIEVANCE MECHANISMS CSR Europe s Management of Complaints Assessment (MOC-A) Results THE FULL VERSION OF THIS REPORT IS AVAILABLE AT: HTTP://WWW.CSREUROPE.ORG/COMPANY_MECHANISMS_FOR_ADDRESSING_HUMAN_RIGHTS_COMPLAINTS.HTML
Summary. I. Outline of the Project
Summary I. Outline of the Project Country:Ghana Project title:participatory Forest Resource Management Project in the Transitional Zone of the Republic of Ghana Issue/Sector : Nature Conservation-Sustainable
EPA Prepared to Implement Strategic Human Capital Management Activities But Challenges Remain
OFFICE OF INSPECTOR GENERAL Audit Report Catalyst for Improving the Environment EPA Prepared to Implement Strategic Human Capital Management Activities But Challenges Remain Report No. 2004-P-00024 September
7. ASSESSING EXISTING INFORMATION SYSTEMS AND INFORMATION NEEDS: INFORMATION GAP ANALYSIS
7. ASSESSING EXISTING INFORMATION 6. COMMUNITY SYSTEMS AND LEVEL INFORMATION MONITORING NEEDS: OF THE INFORMATION RIGHT TO ADEQUATE GAP ANALYSIS FOOD 7. ASSESSING EXISTING INFORMATION SYSTEMS AND INFORMATION
Humanitarian Performance Monitoring
Humanitarian Performance Monitoring Content 1 2 3 4 What Humanitarian Performance Monitoring can do for you Key elements of the HPM Approach Investment Required / Support Mechanisms Monitoring of Results
WORLD HEALTH ORGANIZATION
WORLD HEALTH ORGANIZATION Follow up to the World Health Assembly decision on the Ebola virus disease outbreak and the Special Session of the Executive Board on Ebola: Roadmap for Action September 2015
ICT Strategy for the Secretariat
ICT Strategy for the Secretariat Stronger ICT for a Better United Nations Briefing for the UN Reform Series organized jointly by UNITAR and the Permanent Mission of Switzerland to the United Nations 4
Northern Ireland Blood Transfusion Service
Northern Ireland Blood Transfusion Service Risk Management Strategy Northern Ireland Blood Transfusion Service Lisburn Road Belfast BT9 7TS Telephone No. 028 9032 1414 www.nibts.org Page 1 of 12 CONTENTS
Road map to an integrated budget: cost classification and results-based budgeting. Joint report of UNDP, UNFPA and UNICEF
Distr. Limited 19 July 2010 Original: English For action Executive Board of UNDP/UNFPA United Nations Children s Fund Second regular session 2010 Executive Board 30 August to 3 September 2010, New York
Audit of the Management of Projects within Employment and Social Development Canada
Unclassified Internal Audit Services Branch Audit of the Management of Projects within Employment and Social Development Canada February 2014 SP-607-03-14E Internal Audit Services Branch (IASB) You can
Project Administration Instructions
Project Administration Instructions PAI No. 2.07 Page 1 of 5 CONSULTANT PERFORMANCE EVALUATION A. Introduction 1. This project administration instruction (PAI) provides policies and procedures for evaluating
Chapter 7: Japan s humanitarian assistance
Chapter 7: Japan s humanitarian assistance Strategic framework Indicator: Clear political directives and strategies for resilience, response and recovery Japan remains a global leader in disaster risk
RISK MANAGEMENT GUIDANCE FOR GOVERNMENT DEPARTMENTS AND OFFICES
RISK MANAGEMENT GUIDANCE FOR GOVERNMENT DEPARTMENTS AND OFFICES GOVERNMENT ACCOUNTING SECTION DEPARTMENT OF FINANCE MARCH 2004 Risk Management Guidance CONTENTS Pages List of guidelines on risk management
ANNUAL PROGRAM LEARNING OUTCOMES ASSESSMENT SUMMARY REPORT
ASSESSMENT SCHEDULE - Due: December 16, 2009 1. Past Year: Indicate which program level learning outcomes assessment or any other assessment projects you completed in the 2008-2009 academic year. Learning
Before you begin. Topic 1: Research planning requirements 1. Topic 2: Develop human resource strategic plan 37
Contents Before you begin vii Topic 1: Research planning requirements 1 1A Analyse strategic plans to determine human resource strategic direction, objectives and targets 2 1B Undertake additional environmental
IASC Inter-Agency Standing Committee
IASC Inter-Agency Standing Committee Global Health Cluster Guidance Note Promotion and Advocacy for Stronger National and Local Capacities in Health Emergency Preparedness and Risk Reduction 1. Background
March 2015. ComEd Grid Modernization
March 2015 ComEd Grid Modernization COMED S GRID MODERNIZATION VISION ComEd will fulfill the promise of grid modernization for northern Illinois consumers by: Improving system reliability and deploying
ROAD MAP FOR IMPLEMENTING AND MONITORING POLICY AND ADVOCACY INTERVENTIONS
ROAD MAP FOR IMPLEMENTING AND MONITORING POLICY AND ADVOCACY INTERVENTIONS This suite of tools was designed to strengthen the capacity of key stakeholders to engage in and monitor health policy development
The Mechanics of the PEFA Framework
The Mechanics of the PEFA Framework PEFA Workshop July 2012 PEFA Secretariat 1 Contents The PEFA Framework The high-level Indicator Set Scoring Methodology The PFM Performance Report 2 The PEFA Framework
A. Khiam Rehabilitation Center for Victims of Torture AUDIT OBJECTIVES
EXECUTIVE SUMMARY Audit of one non-governmental organization in Lebanon that was granted funding from the United Nations Voluntary Fund for Victims of Torture The Office of Internal Oversight Services
Alliance Scorecarding and Performance Management at TechCo. A Vantage Partners Case Study
Alliance Scorecarding and Performance Management at TechCo A Vantage Partners Case Study With the assistance of Vantage Partners, TechCo, a microelectronics company based in California, developed and implemented