The document outlines the key strategies and approaches of the Support to the Jogorku Kenesh (S2JK) programme. It discusses forming issue-based coalitions around tangible economic growth issues, with a focus on facilitating local ownership and leadership. Coalitions will work on practical issues in inclusive sectors that multiple stakeholders have a shared interest in addressing. The programme will also support parliamentary initiatives to strengthen oversight of economic issues and engagement with businesses. 'Green shoots' projects will enable relationship-building to support this work. Risks will be managed by pursuing small, locally-owned activities and dropping others as needed.
Understanding Social Impact Bonds- Antonella Noya/ Stellina Galitopoulou, OECDOECD CFE
This document defines social impact bonds and outlines their key components. Social impact bonds are an innovative financing mechanism where private investors provide upfront capital for social programs, and the government only pays if pre-defined outcomes are achieved. The document discusses the main stakeholders in social impact bonds (investors, intermediaries, service providers, evaluators), common structures (direct, intermediated, managed), geographic scope, opportunities and challenges. It concludes by emphasizing the need for further evidence on social impact bonds and recommending governments provide supportive frameworks and consider social impact bonds as a complement rather than replacement for traditional social services delivery.
Simon Williams presented on three change practitioner groups - public services, transport, and utilities - operating in constrained and regulated environments. Each group identified challenges specific to their sector, such as political complexity, regulatory environments, and rising customer expectations. The public services group published a report highlighting the need for strong leadership, clear communication, and stakeholder engagement. The transport group's report recommended collectively sharing best practices. The utilities group is surveying members' change approaches. Williams concluded that positive change is challenging in highly regulated sectors due to long lead times, complex stakeholders, and public scrutiny.
This document provides guidance on forming and maintaining successful partnerships. It discusses key aspects of partnerships such as organizational structure, communication, funding, legal aspects, and monitoring/evaluation. The document emphasizes the importance of including all relevant actors, having partners with equal rights and ownership over the partnership's goals, and establishing structures for management, communication, and measuring results. Overall, the guidance stresses that partnerships require political and financial commitment from all involved to coordinate resources and efforts towards shared objectives. Flexibility is also important to adapt to changing contexts and tasks over time.
This document summarizes discussions from a meeting about supporting local infrastructure organizations. Key points include:
1. Groups discussed recommendations from a report on infrastructure and how they are implementing them, barriers they face, and support needed. Recommendations included skills development, relationship building, demonstrating impact, and having a voice in local decision making.
2. Stakeholders like local government, funders, and businesses were discussed. Ideas to better support infrastructure included early engagement from government, a national infrastructure grant fund contributed to by multiple funders, and business awareness building of infrastructure's role.
3. Commissioners could jointly commission outcomes to ensure holistic services. Infrastructure could help commissioners understand community needs and assets and set
The document outlines a stakeholder engagement framework for the Economic Development Department. It recommends conducting a strategic stakeholder mapping exercise which involves: 1) identifying relevant stakeholders, 2) analyzing stakeholder perspectives and interests, 3) mapping relationships to objectives, and 4) prioritizing stakeholders. The framework suggests setting a vision, understanding motivations for engagement, and forming partnerships with shared visions, complementarity of purpose, transparency, and clarity of roles. The goal is to identify the most relevant issues and stakeholders to maximize impact through strategic engagement.
The document discusses various approaches to identifying and screening potential projects. It begins by outlining the initial phases of project development, including generating and conceiving of project ideas. It then describes several top-down and bottom-up approaches to project identification, such as needs assessment surveys, rapid appraisal techniques, and participatory appraisal methods. Screening criteria are also outlined, including assessing a project's risks, demand potential, and alignment with capabilities. Tools for identifying investment opportunities like Porter's five forces model, product life cycle analysis, and experience curves are also summarized.
2009.11.10 Charlotte Biz Journal Presentation BreakoutBrian Collier
The document discusses starting conversations about potential collaborations and consolidations between non-profit organizations and funders. The key takeaways are:
1. Understanding how funders want to strengthen sectors through grant investments
2. Learning about the Community Catalyst Fund and its approaches to funding collaborations
3. Identifying steps organizations can take to start internal discussions about potential partnerships
- TALOS provides advice on managing large regulatory remediation projects based on its experience helping banks with US and non-US related remediations.
- The document outlines lessons learned and best practices around remediation strategy, project management, and each phase of the remediation process.
- Key recommendations include carefully planning external advisor roles, developing a transparent remediation roadmap, regularly assessing strategy, and prioritizing documentation and quality assurance.
Understanding Social Impact Bonds- Antonella Noya/ Stellina Galitopoulou, OECDOECD CFE
This document defines social impact bonds and outlines their key components. Social impact bonds are an innovative financing mechanism where private investors provide upfront capital for social programs, and the government only pays if pre-defined outcomes are achieved. The document discusses the main stakeholders in social impact bonds (investors, intermediaries, service providers, evaluators), common structures (direct, intermediated, managed), geographic scope, opportunities and challenges. It concludes by emphasizing the need for further evidence on social impact bonds and recommending governments provide supportive frameworks and consider social impact bonds as a complement rather than replacement for traditional social services delivery.
Simon Williams presented on three change practitioner groups - public services, transport, and utilities - operating in constrained and regulated environments. Each group identified challenges specific to their sector, such as political complexity, regulatory environments, and rising customer expectations. The public services group published a report highlighting the need for strong leadership, clear communication, and stakeholder engagement. The transport group's report recommended collectively sharing best practices. The utilities group is surveying members' change approaches. Williams concluded that positive change is challenging in highly regulated sectors due to long lead times, complex stakeholders, and public scrutiny.
This document provides guidance on forming and maintaining successful partnerships. It discusses key aspects of partnerships such as organizational structure, communication, funding, legal aspects, and monitoring/evaluation. The document emphasizes the importance of including all relevant actors, having partners with equal rights and ownership over the partnership's goals, and establishing structures for management, communication, and measuring results. Overall, the guidance stresses that partnerships require political and financial commitment from all involved to coordinate resources and efforts towards shared objectives. Flexibility is also important to adapt to changing contexts and tasks over time.
This document summarizes discussions from a meeting about supporting local infrastructure organizations. Key points include:
1. Groups discussed recommendations from a report on infrastructure and how they are implementing them, barriers they face, and support needed. Recommendations included skills development, relationship building, demonstrating impact, and having a voice in local decision making.
2. Stakeholders like local government, funders, and businesses were discussed. Ideas to better support infrastructure included early engagement from government, a national infrastructure grant fund contributed to by multiple funders, and business awareness building of infrastructure's role.
3. Commissioners could jointly commission outcomes to ensure holistic services. Infrastructure could help commissioners understand community needs and assets and set
The document outlines a stakeholder engagement framework for the Economic Development Department. It recommends conducting a strategic stakeholder mapping exercise which involves: 1) identifying relevant stakeholders, 2) analyzing stakeholder perspectives and interests, 3) mapping relationships to objectives, and 4) prioritizing stakeholders. The framework suggests setting a vision, understanding motivations for engagement, and forming partnerships with shared visions, complementarity of purpose, transparency, and clarity of roles. The goal is to identify the most relevant issues and stakeholders to maximize impact through strategic engagement.
The document discusses various approaches to identifying and screening potential projects. It begins by outlining the initial phases of project development, including generating and conceiving of project ideas. It then describes several top-down and bottom-up approaches to project identification, such as needs assessment surveys, rapid appraisal techniques, and participatory appraisal methods. Screening criteria are also outlined, including assessing a project's risks, demand potential, and alignment with capabilities. Tools for identifying investment opportunities like Porter's five forces model, product life cycle analysis, and experience curves are also summarized.
2009.11.10 Charlotte Biz Journal Presentation BreakoutBrian Collier
The document discusses starting conversations about potential collaborations and consolidations between non-profit organizations and funders. The key takeaways are:
1. Understanding how funders want to strengthen sectors through grant investments
2. Learning about the Community Catalyst Fund and its approaches to funding collaborations
3. Identifying steps organizations can take to start internal discussions about potential partnerships
- TALOS provides advice on managing large regulatory remediation projects based on its experience helping banks with US and non-US related remediations.
- The document outlines lessons learned and best practices around remediation strategy, project management, and each phase of the remediation process.
- Key recommendations include carefully planning external advisor roles, developing a transparent remediation roadmap, regularly assessing strategy, and prioritizing documentation and quality assurance.
The document discusses the process of public policy. It defines policy and differentiates it from procedures and guidelines. It then outlines the key steps in the public policy process: problem identification, agenda setting, policy making, budgeting, implementation, and evaluation. It notes that key actors in agenda setting include think tanks, interest groups, media, and government officials. The document also discusses who the main players are in making economic policies, noting the roles of the prime minister, donor community, various ministries and constituencies. It provides guidelines for changing policies, emphasizing preparation, planning, personal contact, understanding community perspectives, positivism, participation, publicity, and persistence.
Professor Stephen Roper . International Conference . Taiwan. Experimenting wi...enterpriseresearchcentre
Presentation by Professor Stephen Roper to International Conference - Taiwan.
Experimenting with industrial policy: The UK’s experience of industrial policy making using randomised control trials (RCTs)
Forging a New Partnership: What the Commission's new strategy means for Char...CFG
The document summarizes the Charity Commission's new strategic direction based on feedback from a public consultation. Key points:
- The Commission conducted an extensive consultation that received over 300 responses and held over 80 stakeholder meetings to inform a new 2021-2026 strategy.
- Consultation feedback identified the top risks to the sector as funding, rising demand, governance issues, bureaucracy, fraud, and the charity brand's future.
- The new strategy will rebalance the relationship with charities by making them more self-reliant and accountable through streamlined processes, tailored guidance, and intervening only in serious risk cases.
- Umbrella organizations and peer review programs are expected to take on more advisory
The document discusses the process of policy formulation. It begins by defining formulation and outlining the typical steps: research, review alternatives, project consequences, select and refine options, and test results. It notes formulation can involve various actors and occur over long periods without full support coalescing around any proposal. The types of formulation discussed include rational planning vs subjective reacting and comprehensive vs segmental approaches. Key factors in the process include the involved sources inside and outside of government as well as institutional limits. Formulation is described as both a strategic and legitimizing process that aims to develop supported policy solutions.
The document discusses alternatives to regulation that can be considered by the UK government. It outlines the UK regulatory framework and the role of independent regulatory bodies in scrutinizing new policies and requiring justification for regulations over non-regulatory options. Alternatives to regulation mentioned include industry self-regulation, voluntary codes of practice, awareness campaigns, and simplifying existing regulations. Challenges in considering alternatives include incentivizing government departments to explore a wide range of options early in the policy process and better evaluating the effectiveness of alternative approaches.
In many developing countries, tax revenues remain far below levels needed to provide citizens with basic services or fund extra spending to minimize the impact of COVID-19. But as governments look for ways to strengthen tax collection systems, they must take a holistic approach to tax reform that includes building citizens’ trust, says a new World Bank report.
Innovations in Tax Compliance: Building Trust, Navigating Politics, and Tailoring Reforms outlines a novel, integrated framework for improving tax systems based on three core pillars: enforcement, facilitation, and trust. According to the report, when implemented alongside reforms to boost enforcement and improve facilitation, strategies to increase trust between taxpayers and tax administrations can lead to higher rates of compliance and build a foundation of public support for more effective taxation.
“The report offers feasible, clear-cut paths to putting trust building into practice,” said Edward Olowo-Okere, Director of the World Bank’s Governance Global Practice. “With detailed information on successful initiatives, it urges reformers to focus on how to more effectively tailor strategies to local contexts and constraints. In Freetown, Sierra Leone, for example, successful property tax reform followed significant public education programs and new forums for engagement between taxpayers and the city.”
“Discussions about how to raise extra resources are especially relevant now that governments across the world are having to substantially increase public expenditure to protect people and economies from the damage wrought by the pandemic,” said Marcello M. Estevão, the Bank’s Global Director for Macroeconomics, Trade and Investment. “Fiscal pressures are growing because of record-high levels of debt in lower- and middle-income countries and because of the need to transition to a green economy.”
Tax reforms have leaned heavily toward strengthening tax enforcement and facilitating compliance, with sanctions for citizens and corporations that avoid paying their obligations and mechanisms that make it as easy as possible for taxpayers to find out what they owe and make payments. Despite important successes, these efforts have not been sufficient to consistently deliver more effective, equitable, and accountable tax systems. In fact, taxation of the wealthy remains highly ineffective in many countries. Weak taxation in many places appears rooted in political resistance to more effective taxation, low trust and compliance, and the difficulties posed by wealth held offshore.
Recent research has shown that a lack of trust in the state’s role as both tax collector and service provider remains an important deterrent for many would-be taxpayers to enter the formal economy or pay their full taxes – and undermines broader political support for reform efforts.
The report was supported by the Bill & Melinda Gates Foundation and the World Bank’s Global Tax Program.
The document discusses trends in corporate social investment and partnerships with NGOs. It outlines how approaches have shifted from traditional philanthropy to more strategic, long-term investments aligned with business objectives. Common reasons for social investment failures include a lack of local context understanding, insufficient community participation, unclear objectives, and failure to ensure sustainability or measure impact. The document provides suggestions for best practices like multi-year funding and common performance metrics to improve partnerships between companies and NGOs.
The document summarizes the role of councillors in planning decision making. It discusses how most planning applications can be delegated to officers rather than being determined by committee, with over 90% typically delegated. It also outlines material considerations that should and should not be taken into account when determining applications and stresses the importance of impartiality for councillors. Pre-application discussions, site visits, and clear delegation schemes are presented as ways to make the decision making process more efficient while maintaining quality.
The document discusses strategic planning models and processes that can be used by civil society organizations, including issue-based planning which focuses on understanding key issues, and gap planning which identifies gaps between the current and desired states. It also outlines the importance of stakeholder analysis and formulating a clear vision and mission in the strategic planning process. Environmental scanning, strategy formulation and implementation are presented as important components of developing an effective strategic plan.
Strategic Planning for Coops Finance Clusterjo bitonio
The document discusses strategic planning concepts and models for cooperatives and civil society organizations. It begins with an overview of strategic planning and discusses key aspects like environmental scanning, vision/mission formulation, and stakeholder analysis. It then covers specific strategic planning models like issue-based planning and gap planning that are relevant for CSOs. The document emphasizes that strategic planning helps organizations clarify priorities and direction to better achieve their mission amid changing circumstances. Overall, the document provides a concise introduction to strategic planning principles and processes for nonprofit organizations.
The document discusses community services reform in Victoria and identifies several challenges faced in previous reform attempts, including issues of trust, funding not matching rhetoric, and discontinuity of policy. It proposes a place-based approach to child and family services planning centered around outcomes-focused funding packages for vulnerable families organized at the local level through collaborative governance between government and community organizations.
Presentation by Jill Cuthbert, Senior Employee Relations Specialist, Citi (formerly Citibank) at CMP's 'Aiming for excellence' conference, 5 December 2008, London.
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
Funding options for social initiatives - A joint presentation by Social Capital Partners, Enterprising Nonprofits, Potluck Cafe, and Developmental Disabilities Association
Developing a Robust Evaluation Evidence Base for Business Support - Professor...enterpriseresearchcentre
The document describes an experimental evaluation of the Creative Credits policy in the UK using a randomized controlled trial plus qualitative data collection (RCT+). Key findings include:
1) The policy had a strong positive effect on project additionality in the short-term by increasing the probability of projects going ahead by 84%.
2) There was a transitory impact on output additionality with a positive effect on innovation and sales after 6 months but no effect after 12 months.
3) There was little positive effect on behavioral or network additionality, with no measurable impact on future innovation intentions or partnering intentions.
4) The qualitative data helped explain these results by identifying issues like the transactional nature of relationships
The document summarizes a workshop discussing shared services across local authorities. Key points discussed included:
- Building partnerships across districts and counties to share services
- Engaging the wider public sector in shared services
- Exploring models like shared management teams, social enterprises, and integrated health and social care
- The importance of leadership, political buy-in, change management, and quick wins to demonstrate benefits
- Barriers include governance issues, IT compatibility, and upfront costs versus long-term savings
The document discusses the evolution and increasing prevalence of advisory boards. It notes that advisory boards are becoming more common as companies seek to manage risk, identify opportunities, and build resilience in complex environments. Advisory boards provide independent expert advice on issues like sustainability, stakeholder expectations, and societal issues. The document analyzes 150 large European companies and finds that two-thirds have advisory boards, which on average consist of 7 members and meet 2-4 times per year. It identifies three common phases in the development of advisory boards: starting as internal committees, then focusing on specific issues, and ultimately evolving into broader advisory boards. External perspectives provided see advisory boards as valuable if they have good representation, influence senior levels, have a clear mandate,
The document discusses the evolution and increasing prevalence of advisory boards. It notes that advisory boards are becoming more common as companies seek to manage risk, identify opportunities, and build resilience in complex environments. Advisory boards provide independent expert advice on issues like sustainability, stakeholder expectations, and societal issues. The document analyzes 150 large European companies and finds that two-thirds have advisory boards, which on average consist of 7 members and meet 2-4 times per year. It identifies three common phases in the development of advisory boards: starting as internal committees, then focusing on specific issues, and ultimately evolving into mature advisory boards that address a wide range of strategic themes. Experts provide perspectives on how advisory boards can effectively influence companies when they have
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
The document discusses the process of public policy. It defines policy and differentiates it from procedures and guidelines. It then outlines the key steps in the public policy process: problem identification, agenda setting, policy making, budgeting, implementation, and evaluation. It notes that key actors in agenda setting include think tanks, interest groups, media, and government officials. The document also discusses who the main players are in making economic policies, noting the roles of the prime minister, donor community, various ministries and constituencies. It provides guidelines for changing policies, emphasizing preparation, planning, personal contact, understanding community perspectives, positivism, participation, publicity, and persistence.
Professor Stephen Roper . International Conference . Taiwan. Experimenting wi...enterpriseresearchcentre
Presentation by Professor Stephen Roper to International Conference - Taiwan.
Experimenting with industrial policy: The UK’s experience of industrial policy making using randomised control trials (RCTs)
Forging a New Partnership: What the Commission's new strategy means for Char...CFG
The document summarizes the Charity Commission's new strategic direction based on feedback from a public consultation. Key points:
- The Commission conducted an extensive consultation that received over 300 responses and held over 80 stakeholder meetings to inform a new 2021-2026 strategy.
- Consultation feedback identified the top risks to the sector as funding, rising demand, governance issues, bureaucracy, fraud, and the charity brand's future.
- The new strategy will rebalance the relationship with charities by making them more self-reliant and accountable through streamlined processes, tailored guidance, and intervening only in serious risk cases.
- Umbrella organizations and peer review programs are expected to take on more advisory
The document discusses the process of policy formulation. It begins by defining formulation and outlining the typical steps: research, review alternatives, project consequences, select and refine options, and test results. It notes formulation can involve various actors and occur over long periods without full support coalescing around any proposal. The types of formulation discussed include rational planning vs subjective reacting and comprehensive vs segmental approaches. Key factors in the process include the involved sources inside and outside of government as well as institutional limits. Formulation is described as both a strategic and legitimizing process that aims to develop supported policy solutions.
The document discusses alternatives to regulation that can be considered by the UK government. It outlines the UK regulatory framework and the role of independent regulatory bodies in scrutinizing new policies and requiring justification for regulations over non-regulatory options. Alternatives to regulation mentioned include industry self-regulation, voluntary codes of practice, awareness campaigns, and simplifying existing regulations. Challenges in considering alternatives include incentivizing government departments to explore a wide range of options early in the policy process and better evaluating the effectiveness of alternative approaches.
In many developing countries, tax revenues remain far below levels needed to provide citizens with basic services or fund extra spending to minimize the impact of COVID-19. But as governments look for ways to strengthen tax collection systems, they must take a holistic approach to tax reform that includes building citizens’ trust, says a new World Bank report.
Innovations in Tax Compliance: Building Trust, Navigating Politics, and Tailoring Reforms outlines a novel, integrated framework for improving tax systems based on three core pillars: enforcement, facilitation, and trust. According to the report, when implemented alongside reforms to boost enforcement and improve facilitation, strategies to increase trust between taxpayers and tax administrations can lead to higher rates of compliance and build a foundation of public support for more effective taxation.
“The report offers feasible, clear-cut paths to putting trust building into practice,” said Edward Olowo-Okere, Director of the World Bank’s Governance Global Practice. “With detailed information on successful initiatives, it urges reformers to focus on how to more effectively tailor strategies to local contexts and constraints. In Freetown, Sierra Leone, for example, successful property tax reform followed significant public education programs and new forums for engagement between taxpayers and the city.”
“Discussions about how to raise extra resources are especially relevant now that governments across the world are having to substantially increase public expenditure to protect people and economies from the damage wrought by the pandemic,” said Marcello M. Estevão, the Bank’s Global Director for Macroeconomics, Trade and Investment. “Fiscal pressures are growing because of record-high levels of debt in lower- and middle-income countries and because of the need to transition to a green economy.”
Tax reforms have leaned heavily toward strengthening tax enforcement and facilitating compliance, with sanctions for citizens and corporations that avoid paying their obligations and mechanisms that make it as easy as possible for taxpayers to find out what they owe and make payments. Despite important successes, these efforts have not been sufficient to consistently deliver more effective, equitable, and accountable tax systems. In fact, taxation of the wealthy remains highly ineffective in many countries. Weak taxation in many places appears rooted in political resistance to more effective taxation, low trust and compliance, and the difficulties posed by wealth held offshore.
Recent research has shown that a lack of trust in the state’s role as both tax collector and service provider remains an important deterrent for many would-be taxpayers to enter the formal economy or pay their full taxes – and undermines broader political support for reform efforts.
The report was supported by the Bill & Melinda Gates Foundation and the World Bank’s Global Tax Program.
The document discusses trends in corporate social investment and partnerships with NGOs. It outlines how approaches have shifted from traditional philanthropy to more strategic, long-term investments aligned with business objectives. Common reasons for social investment failures include a lack of local context understanding, insufficient community participation, unclear objectives, and failure to ensure sustainability or measure impact. The document provides suggestions for best practices like multi-year funding and common performance metrics to improve partnerships between companies and NGOs.
The document summarizes the role of councillors in planning decision making. It discusses how most planning applications can be delegated to officers rather than being determined by committee, with over 90% typically delegated. It also outlines material considerations that should and should not be taken into account when determining applications and stresses the importance of impartiality for councillors. Pre-application discussions, site visits, and clear delegation schemes are presented as ways to make the decision making process more efficient while maintaining quality.
The document discusses strategic planning models and processes that can be used by civil society organizations, including issue-based planning which focuses on understanding key issues, and gap planning which identifies gaps between the current and desired states. It also outlines the importance of stakeholder analysis and formulating a clear vision and mission in the strategic planning process. Environmental scanning, strategy formulation and implementation are presented as important components of developing an effective strategic plan.
Strategic Planning for Coops Finance Clusterjo bitonio
The document discusses strategic planning concepts and models for cooperatives and civil society organizations. It begins with an overview of strategic planning and discusses key aspects like environmental scanning, vision/mission formulation, and stakeholder analysis. It then covers specific strategic planning models like issue-based planning and gap planning that are relevant for CSOs. The document emphasizes that strategic planning helps organizations clarify priorities and direction to better achieve their mission amid changing circumstances. Overall, the document provides a concise introduction to strategic planning principles and processes for nonprofit organizations.
The document discusses community services reform in Victoria and identifies several challenges faced in previous reform attempts, including issues of trust, funding not matching rhetoric, and discontinuity of policy. It proposes a place-based approach to child and family services planning centered around outcomes-focused funding packages for vulnerable families organized at the local level through collaborative governance between government and community organizations.
Presentation by Jill Cuthbert, Senior Employee Relations Specialist, Citi (formerly Citibank) at CMP's 'Aiming for excellence' conference, 5 December 2008, London.
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
Funding options for social initiatives - A joint presentation by Social Capital Partners, Enterprising Nonprofits, Potluck Cafe, and Developmental Disabilities Association
Developing a Robust Evaluation Evidence Base for Business Support - Professor...enterpriseresearchcentre
The document describes an experimental evaluation of the Creative Credits policy in the UK using a randomized controlled trial plus qualitative data collection (RCT+). Key findings include:
1) The policy had a strong positive effect on project additionality in the short-term by increasing the probability of projects going ahead by 84%.
2) There was a transitory impact on output additionality with a positive effect on innovation and sales after 6 months but no effect after 12 months.
3) There was little positive effect on behavioral or network additionality, with no measurable impact on future innovation intentions or partnering intentions.
4) The qualitative data helped explain these results by identifying issues like the transactional nature of relationships
The document summarizes a workshop discussing shared services across local authorities. Key points discussed included:
- Building partnerships across districts and counties to share services
- Engaging the wider public sector in shared services
- Exploring models like shared management teams, social enterprises, and integrated health and social care
- The importance of leadership, political buy-in, change management, and quick wins to demonstrate benefits
- Barriers include governance issues, IT compatibility, and upfront costs versus long-term savings
The document discusses the evolution and increasing prevalence of advisory boards. It notes that advisory boards are becoming more common as companies seek to manage risk, identify opportunities, and build resilience in complex environments. Advisory boards provide independent expert advice on issues like sustainability, stakeholder expectations, and societal issues. The document analyzes 150 large European companies and finds that two-thirds have advisory boards, which on average consist of 7 members and meet 2-4 times per year. It identifies three common phases in the development of advisory boards: starting as internal committees, then focusing on specific issues, and ultimately evolving into broader advisory boards. External perspectives provided see advisory boards as valuable if they have good representation, influence senior levels, have a clear mandate,
The document discusses the evolution and increasing prevalence of advisory boards. It notes that advisory boards are becoming more common as companies seek to manage risk, identify opportunities, and build resilience in complex environments. Advisory boards provide independent expert advice on issues like sustainability, stakeholder expectations, and societal issues. The document analyzes 150 large European companies and finds that two-thirds have advisory boards, which on average consist of 7 members and meet 2-4 times per year. It identifies three common phases in the development of advisory boards: starting as internal committees, then focusing on specific issues, and ultimately evolving into mature advisory boards that address a wide range of strategic themes. Experts provide perspectives on how advisory boards can effectively influence companies when they have
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
LinkedIn for Your Job Search June 17, 2024Bruce Bennett
This webinar helps you understand and navigate your way through LinkedIn. Topics covered include learning the many elements of your profile, populating your work experience history, and understanding why a profile is more than just a resume. You will be able to identify the different features available on LinkedIn and where to focus your attention. We will teach how to create a job search agent on LinkedIn and explore job applications on LinkedIn.
LinkedIn Strategic Guidelines for June 2024Bruce Bennett
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2. 03 Programme strategies
Key features of the S2JK approach:
1. Manage risks by making ‘small bets’ – we will pursue activities with potential and genuine local buy-in and
dropping others.
2. Align interests – we will identify issues that are of mutual interest to both non-state actors and government
and facilitate collective action.
3. Facilitate rather than lead – we will ensure ownership and local leadership by facilitating issue based
coalitions to decide on their priorities and strategy, and then act on them.
4. Focus on tangible issues – coalitions will be formed around tangible issues of mutual interest. Issues will be
practical to the degree that if addressed, stakeholders will stand to benefit(e.g. excessive fees for a business
license or lack of water supply to a locality are tangible–strengthening a MDA’s planning capacity is not).
5. Coalitions rather than partnerships – rather than programme partnerships (two way relationship)
coalitions of multiple actors are more likely to grasp the multidimensional nature of a collective action
problem, and to be able to mobilise people and resources to address it.
6. Beyond CSOs – rather than focus on traditional donor funded CSOs, we will seek to work with a broad
range of non-state actors from business associations to individual businesses and people.
7. Avoiding the distortionary incentives of grants – evidence from the ICAI (2013) and others indicates that
grants can lead organisations to work for funds rather than issues. We will provide coaching, mentoring and
some initial support (for travel, convening costs and some research generation costs) rather than grants.
3. S2JK Approach
Inclusive economic sectors
Parliament – Jogorku Kenesh
Government Business Associations
Issue Based Coalitions target constraints in inclusive
economic sectors by facilitating groups of business
associations, MPs and Government to foster change
Green Shoots projects enable the
relationships and networks required for Issue
Based Coalitions and Parliamentary
Initiatives
Parliamentary Initiatives strengthen
parliament’s efforts to ensure government is
creating the conditions for inclusive growth
03 Programme strategies
4. Issue based coalitions
Issues evolve over time
These issues and S2JK’s approach to supporting them are expected
to change over time:
• Some issues may resolve (i.e. there is no need for
continued S2JK support).
• Some issues may evolve (i.e. work on a specific issue
and with specific partners leads to the identification of
new issues and areas of collaboration).
• Some issues may scale up or scale out (i.e. an
approach that works in some districts may be scaled
out to others or scaled up to the national level)
• Some issues may need to be dropped if after an initial
period of work, little progress is made.
What is the general constraint? What
is the specific issue?
What are the specific changes we
aim to foster to address the specific
issue?
What activities need to be undertaken to
bring about the specific changes?
What support do actors require to
successfully carry out the required
activities?
How can contextual factors be
leveraged and navigated successfully?
S2JK Issue
Action Plans
03 Programme strategies
S2JK addresses inclusive growth issues, using governance solutions
5. Analysis Business
Parliament
Government
03 Programme strategies Issue based coalitions – selecting issues
Sourcing issue ideas
The S2JK approach to identifying issues for coalitions was developed in order to target:
Constraints in sectors with the potential to grow and be competitive – rather than address constraints within
sectors which are more likely to stagnate or reduce in size and as such, where reforms may just postpone
this stagnation or reduction in size (competitiveness)
Sectors where alleviated constraints would create a collective benefit for a large number of firms, rather
than sectors which are by their nature easy to monopolize and as such, where reforms would benefit a few
(nature of access)
Sectors within which a large number of poor are employed; or alternatively, sectors which have high levels
of potential for rapid transformation as a result of productivity gains – such as new machinery (poverty or
productivity)
Achieving a balanced portfolio of issues
Selecting issues to ensure growth, feasibility and poverty reduction
Three stage issue identification process:
Coordination problems occur when small groups of individuals or organisations fail to realise their common
interest because of geographical or social distance, lack of trust, because they look at problems in different ways,
or for simple sequencing reasons.
The S2JK issue identification process has three stages:
1. Identify suitable economic sectors – considering
competitiveness, nature of access, and poverty or
productivity
2. Identify the most pressing constraints within the
sectors
3. Select constraints for which change is feasible and
for which parliament/NSAs could be
appropriate reform agents
Collective action problems are similar but more complicated than coordination problems. These arise when a
large group of actors share a common interest, but cannot realise it because of what is known as the ‘free rider’
problem.
Vested interest problems occur whenever one set of actors blocks change desired by another set of actors,
because they have a vested interest, i.e. an expectation of financial or other gain from maintaining the status quo.
6. Issue based coalitions – implementation principles
03 Programme strategies
S2JK will respond to a both micro and macro issues – balancing risk
and impact
Vs.
Macro issue Micro issue
Visa free access – expand list of
countries which has visa free
access
Develop marketing strategy
Secure budget for Dep.
Tour. to implement
strategy
Support to ensure strategy is
implemented
Risk
Impact
Vs.
Loose coalition Formal coalition
No formal organisational features –
actors meet and plan together as
an informal group/ collective
Defined organisational features
such as a parliamentary working
group – formal membership,
meetings, mandate from
established organisation
S2JK is testing loose informal coalitions
7. Verify issues Identify coalition
partners
Convene the
coalition
Develop a plan of
action
On-going support
Learning and
adapting
What: Identify relevant ‘issues’ which are
constraints in relevant economic sectors
Who:
Economic sector analysis by specialists
and Component leads
Consultations by component leads
Issue screening assessments by
component leads
What: Identify relevant coalition partners
Who:
Stakeholder analysis and engagement led
by the component leads.
What: Coalition partners convened and informed
Coalitions are convened and facilitated by
component leads and dedicated facilitators if
appropriate/required.
What: Coalitions are facilitated to agree on their
objectives and develop an action plan.
Who:
Component leads will facilitate issue based
coalitions to develop action plans
What: Ongoing support to coalition partners to
implement action plans and realise objectives.
Who:
The component leads will lead ongoing support
to coalitions to ensure activity implementation
What: Coalitions are learn what works and what
does not work, and adapt.
Who:
Component leads will ensure lessons are
documented and will facilitate coalitions to
adapt as required
Identify issues
Develop monitoring
scorecard
Networking
Roundtables
Analysis
Issue
checklist
DFID & TL
approval of
issue checklist
Confirmed
stakeholder list
Coalition
meeting minutes
Coalition
action plan
Quarterly
catalogue of
lessons
Minutes from
quarterly
coalition
meetings
Coalition
monitoring
scorecard
Monthly
progress
update
1 2 3 4
5
6
7
8
Scale-up or
Adjust
Stop/
Drop
What: Verify relevance and suitability of issues
Who:
TL approves internally and then sends to
DFID for final approval
What: Develop scorecard to show what
success looks like and how it can be measured
Who:
ME&L Manager works with Component
Managers to develop
8-Step coalition process
DFID & TL
approval of
scale-up
03 Programme strategies Issue based coalitions – implementation process
8. Parliamentary initiatives – problem identification principles
• Problem focussed - rather than the solution – “a problem driven
process…provokes reflection, mobilizes attention, and promotes targeted and
context-sensitive engagement”
• Locally relevant - Focussing on defining a problem which key decision makers
care about – “focal problem needs to reflect on a performance deficiency that
cannot be denied or ignored”
• Deconstructed problems/solutions - Breaking the problem down and
tackling each casual element – “deconstruct the problem into smaller components
that are more open to localized solution building”
• On the agenda - Starting by building a constituency around the problem –
“drawing attention to the need for change and bringing such change onto the social,
political and administrative agenda”
• Sequence multiple entry points - ordering engagements based on a
progressive approach to tackle problems, given contextual opportunities and
constraints - each cause and sub-cause is essentially a separate—albeit
connected—point of engagement
Guiding Questions Response
What is the problem? (and how would we measure it or tell
stories about it?)
Parliament is not seen by firms as responsive to business concerns
(Survey of how firms perceive parliament and share the results with parliament); Produce solid data on the level of
engagement of NSAs with parliament)
Why does it matter? (and how do we measure this or tell
stories about it?)
Parliament is not carrying out its ‘watchdog’ role with regards to overseeing government
(Produce data on the level of parliamentary oversight)
Why does it matter? (and how do we measure this or tell
stories about it?)
Many laws and services are not implemented effectively to address economic growth constraints
(Evidence for this to come from economic sector analysis)
Why does it matter? (and how do we measure this or tell
stories about it?)
Levels of economic growth are low (circa 2.5% a/GDP) yet constraints remain across economic sectors and un-addressed by
parliament
03 Programme strategies
9. Parliament is considered by
businesses to be unresponsive
to business needs/concerns.
5. TBC (overlapping mandates – efficacy of
parliament a driver of policy decisions on
economic issues
5. Parliament has had limited systematic and
sustainable mechanisms for engagement with
business.
4.3 MPs/Committees focus on
legislation –more recognition
4.4 Oversight receives limited
media attention
4.1 JK Leadership doesn’t
emphasize oversight
4.6 Coalition MPs allegiance
to gov’t vs. oversight
4.5 MPs’ lack of time and
support staff
4.2 MPs are loyal to personal
interests/faction over committee.
1.2 Lack of committee
planning on oversight
1.3 Lack of templates for
conducting and reporting on
oversight
1.1 R of P lack specific
directives on oversight 2.1 Oversight is a new
function of the JK
2.4 Understanding skewed toward
corruption, punishment
2.2 General preference for the
informal – no procedures.
5.2 There is little analytical capability
inside JK to support engagement.
5.3 There is lack of platform
with which to engage business
5.1 There is lack of unified
contact data base
3.2 Business associations lack
oversight knowledge
3.1 Business associations
have lack of access to JK
Updated RoP
New
templates
Mentoring
leadership
Supporting
media for
oversight
2.3 Oversight is currently
lots of questions
Supporting
media for
oversight
Success
stories from
coalitions
Business
council
Train com
staff on
oversight
Coalitions for
learning by
doing
Oversight
guidance &
training
New regs on
comm
planning
Business
council
C
C
C
M
O
O
M M
C
O
O
O
M
Stats on use of oversight
mechanisms; and mapping of
oversight gaps
Questionnaire to biz associations
on no. of submissions to GoK vs.
Parl
Questionnaire on MP capacity to
committee staff
TBC
4. MPs and JK leadership have limited
interest in oversight activities.
03 Programme strategies Parliamentary initiatives – problem identification
1. Oversight tools are not used
effectively and systems are incomplete.
2. MPs have a lack of knowledge
about oversight
3. Business associations engage more on
policy/laws with government than parliament
10. Verify initiative Develop Initiative
Action Plan
Develop Initiative
Monitoring Scorecard
Learning and
adapting
What: Identify relevant ‘initiatives’ which
respond to constraints identified in the
fishbone
Who:
Component One Manager and
Coordinator to identify constraints
What: Develop scorecard to show what success looks
like and how it can be measured
Who:
ME&L Manager works with Component Managers
to develop
What: Initiatives are learn what works and what
does not work, and adapt.
Who:
Component leads will ensure lessons are
documented and will facilitate initiatives to
adapt as required
Identify initiative
Initiative
implementation
Fishbone
analysis Initiative
checklist
DFID & TL
approval of
issue checklist
Initiative
action plan
Initiative
scorecard
Quarterly
catalogue of
lessons
Minutes from
quarterly
initiative
meetings
Brief
monthly
update
1 2 3
4
5
6
Scale-up or
Adjust
Stop/
Drop
What: Verify relevance and suitability of
initiative
Who:
TL approves internally and then sends to
DFID for final approval
What: Implement initiative
Who:
Component Manager and Coordinator
lead implementation, working with actors
in parliament and consultants as required
6-Step parliamentary initiative process
DFID & TL
approval of
scale-up
What: Action plan developed to enable initiative
implementation
Component One Manager and Coordinator develop
action together with actors in parliament
03 Programme strategies Parliamentary initiatives – implementation process
11. • Objective: Creating and enhancing the stakeholder relationships required
for issue based coalitions or parliamentary initiatives
• Identifying champion stakeholders with the relevant influence and
interests – using Kumu and existing networks
• Providing technical assistance or programme activity expenses – capped
at 10% of the ‘Senior STTA’ and ‘General programme activities’ budget
line (proportionally more in year one to establish relationships, after
which scaling down – but 10% of these budget lines on average)
• Green Shoots should not occupy staff time if this detracts from the
team’s ability to undertake their core tasks and realise their internal
targets
03 Programme strategies Green shoots – key principles
12. Verify Green Shoot Learning and
adapting
What: Identify relevant ‘initiatives’ which
respond to constraints identified in the
fishbone
Who:
Component Managers and Coordinators
to identify champions for initiative and
coalitions work
Identify champions
Actor
Mapping
TL approval of
issue checklist
1 2 3
Develop into
initiative/
coalition
Stop/
Drop
What: Verify relevance and suitability of the
Green Shoot
Who:
TL approves internally and then sends to
DFID for information and records
Green Shoots Process
What: Learn what works and what does not work,
and adapt.
Who:
Component leads will ensure lessons are
documented in Quarterly programme lesson
learning logs
03 Programme strategies Parliamentary initiatives – implementation process