GRI Conference - 27 May - Agyemang - NGO Accountability
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The document discusses NGO accountability and knowledge sharing for sustainability in less developed economies. It focuses on research conducted on the effectiveness of NGO accountability mechanisms in Ghana. Upward accountability reports to donors contain project objectives, funds, and activities, but may not fully capture contextual knowledge and tacit knowledge important for understanding. Standard templates and formality of reports can facilitate sharing of explicit operational knowledge but may hinder sharing of situational knowledge on factors like appropriate project locations and timing. To better enable knowledge sharing for sustainable development, accountability mechanisms need to reconsider how information is gathered, used, and feedback is provided to fieldworkers.
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3) The author recommends universities strengthen knowledge sharing between students, faculty, and other institutions to better acquaint graduates with problem solving approaches that can transform society.
Workshop: Monitoring, evaluation and impact assessment
The document introduces monitoring and evaluation in results-based management and discusses key concepts like logic models and theories of change. It provides 3 key points:
1) Results-based management focuses on achieving important organizational changes and improvements in performance through defining expected results, monitoring progress, reporting on performance, and learning lessons.
2) Logic models graphically illustrate program components and how activities lead to outputs, outcomes and impact. Theories of change explain the underlying assumptions and causal pathways of change.
3) Evaluations are used to assess what was implemented, the strength of causal models, intended outcomes, and ultimately the impacts of interventions. Different evaluation strategies are suited to simple, complicated and complex interventions.
Stakeholder engagement guidance note
This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.
IKM Emergent
This document discusses the complex and dynamic nature of development, management, and knowledge. It notes that development involves multiple stakeholders with diverse goals in unpredictable contexts. Management requires the ability to create conditions for understanding, relationships, and appropriate interventions through iteration. The benefits of innovative interdisciplinary initiatives are often unexpected, inexpressible in the originating discipline, and arise long after the initiative ends. Assessment of development should focus on broader learning rather than meeting plans and is challenging due to issues of causality, overlapping interests, and timeframes.
The Value of Infrastructure
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
Knowledge Management for Data Use and Decision Making in International Public...
This document discusses knowledge management strategies for international public health. It explores how people learn through ecological learning, networks and relationships, and moving from observer to participant. It identifies key audiences for knowledge sharing like policymakers, researchers, and program managers. It then outlines various platforms that support knowledge management, including print publications, websites, blogs, interpersonal communication methods, online classrooms and training. In conclusion, it emphasizes that knowledge management strategies are most effective when they bridge gaps between knowledge and practice, meet audience needs, and use complementary platforms to reinforce messages through a common purpose.
Scenario planning Workshop
The document provides an outline for a course on scenario planning. Scenario planning involves exploring multiple plausible futures rather than a single predicted outcome. It draws on both internal and external perspectives to develop coherent narratives about how the future may unfold. The course aims to explain why scenario planning is important for strategy, policymaking, and organizational learning by having participants collaboratively develop scenarios and strategies for a case study. Through this interactive process, participants will gain experience applying scenario planning tools and framing strategic conversations around uncertainty.
Val Evans Sa Presentation
The document summarizes research into how social software technologies can support knowledge sharing and professional development among vocational education and training (VET) practitioners, as well as VET delivery. The research found that social software is valuable for enhancing knowledge sharing, development, and teaching/learning experiences when there is a willingness to share and collaborate in an enabling culture. It also found that social software aligns well with the needs of the "Net Gen" student demographic and may become ubiquitous like email. The research provides recommendations and strategies for selecting, developing, and implementing appropriate social software tools in VET organizations and classrooms.
Knowledge mapping process in large organization
This document discusses knowledge mapping processes in large organizations. It begins by defining tacit and explicit knowledge and explaining the need for organizations to map their knowledge assets. It then discusses the knowledge mapping process, which involves identifying organizational objectives and knowledge flows, establishing subject matter experts, and capturing knowledge to develop knowledge management programs. The goal of knowledge mapping is to identify an organization's knowledge, support knowledge sharing, and assign responsibilities for maintaining different types of knowledge. This helps organizations effectively transfer and apply knowledge across business processes.
Gic2011 aula05-ingles
Knowledge management requires investing in organizational culture, leadership, and tools to facilitate knowledge sharing. It allows organizations to be more competitive by accelerating innovation, reducing costs, and improving customer satisfaction. While challenging to implement due to issues like knowledge ownership, appropriate incentives and an open culture can overcome obstacles to create communities where knowledge is shared within and between organizations. Wikis are one tool that can help by allowing easy creation and editing of interlinked web pages.
Power Of In Between M&E Session
Identifying outcomes and impact- monitoring and evaluation of research brokering and intermediation
Presentation by Anna Downie , Strategic Learning Initiative, IDS, UK at the Locating the Power of the In-between conference
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Monitoring and evaluating knowledge management strategies
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KM Impact Challenge - Sharing findings of synthesis report
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Knowledge management in universities in uganda a social perspective
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Workshop: Monitoring, evaluation and impact assessment
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Heineken held a stakeholder dialogue meeting to discuss its sustainability agenda. As the world's leading brewer with over 75,000 employees across 140 breweries in more than 70 countries, Heineken seeks input from key stakeholders including NGOs, competitors, investors, employees, opinion leaders, suppliers, customers, media and governments. The dialogue process involves quantitative and qualitative research to understand stakeholder priorities and concerns, and the results help inform Heineken's sustainability action plan and agenda. Key learnings include the importance of being open-minded, transparent about objectives and topics, managing stakeholder expectations, following up on input, and recognizing employees as important stakeholders.GRI Conference - 27 May - Mattison - Learn About TEEB
This document discusses the impacts of business operations on ecosystems and biodiversity. It notes that 15 of 24 ecosystem services examined in a UN assessment are being degraded. Biodiversity loss and ecosystem degradation are estimated to cost the global economy $2-4.5 trillion annually. All businesses depend on and impact ecosystems through their supply chains and operations. Understanding these dependencies and impacts can help businesses reduce costs, generate revenue, cut waste, and improve their brand image.
GRI Conference - 28 May - Seidel - Learn About Transparency in the Supply Chain
GRI Conference - 28 May - Seidel - Learn About Transparency in the Supply ChainGlobal Reporting Initiative
PUMA partnered with GRI and GTZ on a supply chain sustainability project starting in 2007. In 2009, PUMA became the first member of the Global Action Network for Transparency in the Supply Chain. The project expanded to involve 10 suppliers across 6 countries reporting on sustainability measures. PUMA has set targets to reduce carbon emissions, water use, waste and increase the percentage of sustainable products by 2015 across its factories, products, and operations.GRI Conference - 28 May - Quintas - Learn About Transparency In The Supply Chain
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The document provides information about Quintas & Quintas group, a Portuguese cable manufacturer founded in 1925. It discusses the company's business areas including low voltage underground cables, low voltage aerial bundled cables, medium voltage insulated cables, and more. It also presents key figures for the company and discusses their sustainability journey, including participating in a sustainability assessment, creating a code of ethics, and publishing their first sustainability report.GRI Conference - 27 May- Ramirez - Reporting For SMEs: Learn From Small Pioneers
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The document discusses SAP's Sustainability Performance Management (SuPM) software. SuPM allows companies to manage sustainability data, track key performance indicators, and produce reports aligned with Global Reporting Initiative (GRI) standards. It offers pre-loaded GRI indicators, flexibility to modify metrics, and centralized long-term data storage. SuPM helps companies strategically manage and communicate sustainability performance to stakeholders.GRI Conference - 27 May - Pinkse -Carbon Disclosure Panel
This document summarizes and discusses carbon disclosure through three avenues: sustainability reporting, SEC filings, and the Carbon Disclosure Project (CDP). It analyzes the CDP in depth, discussing its growth in participating investors and companies. While the CDP has largely institutionalized carbon reporting, the document argues commensuration of emissions across companies remains a challenge due to inconsistent methodologies and lack of comparability in reporting. Standardization will be important to enable benchmarking and assessment of climate-related risks.
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The document discusses how digital tools and software can help address global environmental issues like climate change. It notes that while technology alone cannot solve these problems, it is an important part of the solution. The document also outlines how companies are increasingly focusing on greening their supply chains and becoming more transparent about the environmental impacts of their operations through sustainability reporting tools.GRI Conference - 27 May - Pesce - Reporting For SMEs: Learn From Small Pioneers
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This document summarizes sustainability reporting initiatives for small and medium enterprises (SMEs) in Latin America. It describes how market forces, foreign investment, and pressure from civil society have driven sustainability practices. It outlines a project from 2004-2010 that worked with SME industry associations and the government to help 41 SMEs produce sustainability reports. The project developed sector reporting guides and helped some SMEs achieve higher reporting levels. It provides examples of scaling initiatives through large company supply chains and industry groups. Finally, it discusses plans to collaborate with GRI and provide more regional training on sustainability reporting.GRI Conference - 28 May - Perks- Learn About Current Approaches To Extern...
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This document outlines the evolution of an organization's integrated management system and sustainability reporting over time. It discusses implementing the integrated management system in 2007, certifying it in 2008, and participating in CSR programs for small and medium enterprises from 2008 to 2010. Stakeholder comments on the organization's sustainability reports led to improvements in topics covered in the subsequent 2009 report. The conclusion reiterates that small pioneers can provide lessons for sustainability reporting by small and medium-sized enterprises.GRI Conference - 27 May - Owen - Assurance Of Sustainability Reporting
The document summarizes research into current sustainability assurance practices and stakeholder perspectives. Interviews were conducted with corporate managers, investors, NGOs, and trade unions. Major findings include that corporations see assurance as valuable but want cost-effective limited assurance. Stakeholders had varying views on assurance value, with investors less concerned and unions skeptical of provider competencies. Incorporating stakeholders more through panels was a proposed solution, but practical challenges remain. The research also uncovered governance implications around assurance statements, voluntary reporting, and the political nature of balancing corporate and social sustainability needs.
GRI Conference - 27 May - O'Dwyer - Assurance Of Sustainability Reporting
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The document discusses perspectives from sustainability assurance practitioners on aligning assurance programs with operational capabilities. It notes that while programs aim for ambitious goals like assessing completeness and responsiveness, practitioners struggle with vague and disconnected data. They also struggle to balance "accountant" habits of structure with "non-accountant" habits of flexibility needed to assess diverse sustainability issues. Practitioners are shifting to focus more on due process and distinct methodologies to structure judgment calls, and some see stakeholders directly assessing reporting to outsource program goals. However, questions remain about who external users are and who is responsible for stakeholder assessments.GRI Conference - 27 May - Kolk- Sustainability Reporting Panel
This document summarizes trends in sustainability reporting over time. It finds that reporting has broadened since the 1970s and now includes topics like corporate governance and climate change. While reporting has become more standardized, variations still exist. The document also examines reporting trends among a panel of 213 large global firms over a decade, finding a significant increase in reporting and verification. However, one quarter of firms consistently did not report. Sector differences emerged, with some industries like automotive and oil/gas seeing more common reporting than industries like banking. European countries tended to be sustainability reporting leaders.
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This document discusses different approaches to measuring corporate carbon performance:
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This document summarizes the results of a program that provided tools and coaching to help 30 small- and medium-sized enterprises in Catalonia implement corporate social responsibility practices from 2008-2010. Key outcomes included integrating CSR into business strategies and monitoring, creating CSR manager roles and sustainability reports, and implementing environmental programs around resource use, waste, and emissions. Participating companies reported improved management practices around diversity, community engagement, and other social issues. The document notes both opportunities and challenges around sustainability reporting for SMEs.More from Global Reporting Initiative (20)
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