The document discusses the role and responsibilities of the Children's Champion in Coventry, which is an independent role that ensures children and young people have a strategic voice in decision making. It also lists the various organizations that are part of the Coventry Partnership and work together on children and youth issues. Finally, it identifies some of the challenges of involvement strategies and critical success factors, such as having standards, training, and appropriate mechanisms for involvement.
This document outlines a business plan for an organization to strengthen its governance structure and better achieve its goals. It proposes creating standing committees for finance, membership, policy and compliance, information technology, education and outreach, and data inventory and assessment. It also proposes a transition task force to ensure a smooth leadership transition. The document requests participation on these committees to help the organization and provides contact information.
Change Exchange helps service managers meet the needs of a rapidly growing older population by speeding up the process of sharing ideas and overcoming problems. It provides a proven model of good practice for inter-agency partnerships and collaboration through in-person and online networking opportunities. The needs it addresses include preparing managers for personalization and increasing collaborative working in the aging services sector.
The document discusses volunteer management strategies for organizations. It provides statistics on Daily Bread Food Bank's volunteers which show over 15,000 total volunteers in 2008-2009, with 72% being new and 28% returning. It then outlines five good ideas for volunteer management: 1) good communications, 2) understanding volunteer needs, 3) clear position descriptions, 4) effective staff training, and 5) a formal recognition process. The document also describes Advising the Community Together (ACT), a group within Deloitte Consulting that provides pro-bono advisory services to non-profits, including developing a maturity model and roadmap to improve Daily Bread Food Bank's volunteer management program.
This document outlines principles of collaboration between organizations and sectors. It discusses defining collaboration as different organizations working together towards shared goals. The document explores benefits of collaboration like filling gaps, reducing duplication, and contributing to wellbeing goals, but also challenges like extra pressure, lack of clarity in roles, and differing values between sectors. It emphasizes that collaboration should focus on outcomes over sector boundaries and prioritize values like participation, transparency and independence.
The document summarizes a presentation about characteristics of indicator programs that effectively engage partners. It found that programs considered very effective at partnering were more likely to inform and influence partners' decisions, spur community action, and facilitate public/private alignment. They also tended to have indicators central to their program, involve partners in updates and discussions about data, and use communication methods like websites and gatherings more extensively. Overall, programs considered themselves most effective at initial indicator selection and collaboration, but less effective at engagement, development, incentives, and improving community well-being. The most effective programs relied on direct engagement and had performance improvement as a purpose.
The document discusses creating an effective marketing communications plan to increase engagement with a community. It recommends conducting audience analysis to understand key messages and channels. The plan should include goals, messages, promotion calendar and evaluation. The summary describes implementing a plan for a local STC chapter which increased membership, training opportunities, press coverage and renewed interest through social media outreach and branding efforts.
The document discusses the role and responsibilities of the Children's Champion in Coventry, which is an independent role that ensures children and young people have a strategic voice in decision making. It also lists the various organizations that are part of the Coventry Partnership and work together on children and youth issues. Finally, it identifies some of the challenges of involvement strategies and critical success factors, such as having standards, training, and appropriate mechanisms for involvement.
This document outlines a business plan for an organization to strengthen its governance structure and better achieve its goals. It proposes creating standing committees for finance, membership, policy and compliance, information technology, education and outreach, and data inventory and assessment. It also proposes a transition task force to ensure a smooth leadership transition. The document requests participation on these committees to help the organization and provides contact information.
Change Exchange helps service managers meet the needs of a rapidly growing older population by speeding up the process of sharing ideas and overcoming problems. It provides a proven model of good practice for inter-agency partnerships and collaboration through in-person and online networking opportunities. The needs it addresses include preparing managers for personalization and increasing collaborative working in the aging services sector.
The document discusses volunteer management strategies for organizations. It provides statistics on Daily Bread Food Bank's volunteers which show over 15,000 total volunteers in 2008-2009, with 72% being new and 28% returning. It then outlines five good ideas for volunteer management: 1) good communications, 2) understanding volunteer needs, 3) clear position descriptions, 4) effective staff training, and 5) a formal recognition process. The document also describes Advising the Community Together (ACT), a group within Deloitte Consulting that provides pro-bono advisory services to non-profits, including developing a maturity model and roadmap to improve Daily Bread Food Bank's volunteer management program.
This document outlines principles of collaboration between organizations and sectors. It discusses defining collaboration as different organizations working together towards shared goals. The document explores benefits of collaboration like filling gaps, reducing duplication, and contributing to wellbeing goals, but also challenges like extra pressure, lack of clarity in roles, and differing values between sectors. It emphasizes that collaboration should focus on outcomes over sector boundaries and prioritize values like participation, transparency and independence.
The document summarizes a presentation about characteristics of indicator programs that effectively engage partners. It found that programs considered very effective at partnering were more likely to inform and influence partners' decisions, spur community action, and facilitate public/private alignment. They also tended to have indicators central to their program, involve partners in updates and discussions about data, and use communication methods like websites and gatherings more extensively. Overall, programs considered themselves most effective at initial indicator selection and collaboration, but less effective at engagement, development, incentives, and improving community well-being. The most effective programs relied on direct engagement and had performance improvement as a purpose.
The document discusses creating an effective marketing communications plan to increase engagement with a community. It recommends conducting audience analysis to understand key messages and channels. The plan should include goals, messages, promotion calendar and evaluation. The summary describes implementing a plan for a local STC chapter which increased membership, training opportunities, press coverage and renewed interest through social media outreach and branding efforts.
Optimizing Leverage through Partnership CSO Partners
It includes
- Partnering with NGOs, corporate foundations and government departments to implement scalable and sustainable CSR programs.
- The principles and terms of reference to be followed
- Process and matrix for due diligence and pre-partnership assessment
- Elements of partnership agreement
- Partnership management
The document describes PROstrata Foundation, a 501c3 nonprofit organization that provides consultation services to Christian ministries through its president, Daniel Southern. The foundation allows Mr. Southern to be paid a salary for his expertise in areas like CEO coaching, team building, and fundraising strategies. Donors can target gifts to ministries in need of help to multiply their effectiveness. Projects vary in length and focus on specific, measurable results. Pricing is based on the scope, difficulty, time requirements, and support needed for each individual project.
This document summarizes key points about engaging boards in fundraising from a workshop on the topic. It discusses the importance of boards being involved in fundraising and common reasons why board members resist it. It also outlines strategies for defining board and staff roles, creating policies on board fundraising, using strategic planning and metrics to measure engagement, and providing training and communication to support board fundraising efforts.
Collaborative working and mergers sessionnicva_ict
Collaborative working within the voluntary and community sector can take various forms, ranging from informal cooperation to formal mergers. Survey data found that many organizations currently work with others on projects, with a mix of formal and informal partnerships. Potential benefits of collaboration include improved services, financial savings, knowledge sharing, and a stronger united voice. However, risks also exist such as outcomes not justifying resources, loss of flexibility or autonomy, and damage to organizations if collaboration is not successful. Successful collaboration requires ensuring the effort is worthwhile, thorough planning, clear roles and responsibilities, stakeholder buy-in, and attention to relationship building.
The document discusses the benefits of producing a corporate social responsibility (CSR) report, including improving CSR strategy and stakeholder engagement. It notes that a CSR report is an important means of communication with stakeholders and can contribute internally to policymaking while motivating employees. Externally, a CSR report provides transparency, credibility, and a basis for external consultation and benchmarking. The document also discusses lessons learned around stakeholder identification, issue selection, data collection, and using the GRI reporting framework in a flexible way. It emphasizes that CSR reporting is a living process that supports continuous performance improvement and stakeholder engagement.
Nichlas Butler is pursuing an MBA online from LSU Shreveport to expand his knowledge. He has experience in diversity and cultural sensitivity training and developing strategy for large diverse groups. As president of Alpha Sigma Phi fraternity, he oversaw a $75,000 budget, increased membership and GPAs, and ensured adherence to rules. He held positions at Hertz and Belletech Corporation and raises funds as the fundraising and philanthropy director for Alpha Sigma Phi.
Designing campaigns to win & build power v7Liz Pallatto
The document outlines strategies for building an effective campaign to create change. It recommends:
1) Establishing strategic planning processes with a clear vision, narrative, and goals.
2) Designing a series of escalating tactics to pressure targets and build power by engaging people.
3) Creating coordination structures and tracking progress through goal setting, coordination processes, and celebration of successes.
Mergers, collaboration, partnership, experience and good practice - Nigel New...NICVA
This document discusses collaboration between nonprofit organizations. It outlines drivers for collaboration including weaknesses like small size and lack of influence as well as opportunities like flexibility, greater influence, and economies of scale. The document presents a spectrum of collaboration options from informal networking to full mergers. Critical success factors for collaboration include clearly defined aims and vision, a strong business case, clear ownership, communication, leadership, agreed roles and responsibilities, sufficient resources, and mutual trust. Support needed for nonprofits to collaborate includes web resources, publications, training, and facilitation support from local and national infrastructure organizations.
Intro to WC Economic Development Partnership (EDP) Nov 2015Andrew Boraine
The Western Cape Economic Development Partnership (EDP) aims to improve regional economic development through collaboration. It creates partnerships between government, businesses, institutions, and organizations to address challenges and promote an inclusive, resilient economy. The EDP convenes stakeholders, designs partnerships, and provides support, management, monitoring and knowledge sharing. It focuses on system improvement, sector partnerships, and area-based development. Through collaborative leadership, shared goals, and neutral platforms, the EDP has established several partnerships and its approach is being adopted by regional stakeholders.
California Workforce Association- The Big Picture: Workforce & Economic Devel...Victoria Hirschberg
On Sept. 7, 2011, I offered this presentation with two of my colleagues from Thomas P. Miller and Associates, along with our strategic partner Monster. The conference was 'The Meeting of the Minds' hosted by the California Workforce Association in Monterey.
Deirdre Tobin from Volunteer Missionary Movement (VMM) talks about VMM's Programme Capacity Building consultations at Dóchas "How We Did It" seminar (12 April 2011, Dublin)
Capacity Building
This document outlines Brian Hawkins' step-by-step approach to building successful cause marketing partnerships. It discusses determining organizational needs and goals, researching potential partner matches, developing proposals, implementing programs, and measuring outcomes. The key steps include establishing goals, assessing assets, defining target audiences, securing media partners, presenting proposals, establishing metrics, ongoing marketing and outreach, tracking results, and creating a program summary. Maintaining open communication and involvement between partners is emphasized throughout the process.
The document summarizes the Worcestershire Dementia Dwelling Grant (DDG) pilot program. A project group including health, housing, social care, and voluntary sectors established the pilot to provide home adaptations for people living with dementia. The group developed eligibility criteria and identified delivery partners. Over the pilot period, 510 grants were approved. Evaluations found improvements in recipients' ability to care for themselves, feelings of safety, and satisfaction with accommodation. The program will continue beyond the pilot based on its success.
RAN, an environmental NGO focused on rainforest protection campaigns, needs to adapt its strategy due to a changing environment. It is recommended that RAN launch a "Rainforest-Friendly" product labeling and ranking system to transform its business model from a conventional campaign approach to a more collaborative and knowledge-based operation. A multi-year plan is outlined to develop and promote the system within various industries to generate new funding sources and strengthen RAN's influence over time.
The document outlines the agenda and activities for a CashBack portfolio day meeting. The agenda includes welcome and introductions, summaries of evaluation meetings with CashBack partners, refining the program's logic model and evaluation framework, discussions on communications and sustainability, and a question and answer session. Three priority areas - impact and evaluation, communications, and sustainability - will be the focus of discussions. [END SUMMARY]
The document discusses measuring the impact and return on investment of corporate social investment programs. It explains that there is increasing pressure from foundations, non-profits, and international development organizations to demonstrate impact and return on investment. Various frameworks and models are presented for assessing impact at the community, organizational, employee, and business levels to determine if programs yield a favorable investment. Key considerations in impact measurement like ensuring strategic alignment and avoiding oversimplification are also covered.
Resource mobilization refers to securing new resources and maximizing existing resources for an organization. It involves a 5 step process:
1) Identifying potential donors, partners, and clients through research.
2) Engaging with stakeholders through meetings, concept notes, and relationship building.
3) Negotiating agreements and ensuring legal and financial compliance.
4) Managing projects, reporting on progress and finances according to agreements.
5) Communicating results to maintain relationships and secure future support.
The process requires strategic planning, strong interpersonal skills, and expert guidance to successfully negotiate agreements and deliver projects.
The document summarizes the findings of a peer review of adult obesity efforts across 14 local authority and partner areas in the South West Region of England. The review focused on communications, interventions, needs assessment, evaluation, leadership, and strategies. It found successes in partnership working and innovative programs, but also areas for development in evaluation, needs assessment, strategic communication, and commissioning priorities. Recommendations included improving evaluation, using data to prioritize groups, and clearer roles for local authorities and primary care trusts regarding obesity efforts.
Optimizing Leverage through Partnership CSO Partners
It includes
- Partnering with NGOs, corporate foundations and government departments to implement scalable and sustainable CSR programs.
- The principles and terms of reference to be followed
- Process and matrix for due diligence and pre-partnership assessment
- Elements of partnership agreement
- Partnership management
The document describes PROstrata Foundation, a 501c3 nonprofit organization that provides consultation services to Christian ministries through its president, Daniel Southern. The foundation allows Mr. Southern to be paid a salary for his expertise in areas like CEO coaching, team building, and fundraising strategies. Donors can target gifts to ministries in need of help to multiply their effectiveness. Projects vary in length and focus on specific, measurable results. Pricing is based on the scope, difficulty, time requirements, and support needed for each individual project.
This document summarizes key points about engaging boards in fundraising from a workshop on the topic. It discusses the importance of boards being involved in fundraising and common reasons why board members resist it. It also outlines strategies for defining board and staff roles, creating policies on board fundraising, using strategic planning and metrics to measure engagement, and providing training and communication to support board fundraising efforts.
Collaborative working and mergers sessionnicva_ict
Collaborative working within the voluntary and community sector can take various forms, ranging from informal cooperation to formal mergers. Survey data found that many organizations currently work with others on projects, with a mix of formal and informal partnerships. Potential benefits of collaboration include improved services, financial savings, knowledge sharing, and a stronger united voice. However, risks also exist such as outcomes not justifying resources, loss of flexibility or autonomy, and damage to organizations if collaboration is not successful. Successful collaboration requires ensuring the effort is worthwhile, thorough planning, clear roles and responsibilities, stakeholder buy-in, and attention to relationship building.
The document discusses the benefits of producing a corporate social responsibility (CSR) report, including improving CSR strategy and stakeholder engagement. It notes that a CSR report is an important means of communication with stakeholders and can contribute internally to policymaking while motivating employees. Externally, a CSR report provides transparency, credibility, and a basis for external consultation and benchmarking. The document also discusses lessons learned around stakeholder identification, issue selection, data collection, and using the GRI reporting framework in a flexible way. It emphasizes that CSR reporting is a living process that supports continuous performance improvement and stakeholder engagement.
Nichlas Butler is pursuing an MBA online from LSU Shreveport to expand his knowledge. He has experience in diversity and cultural sensitivity training and developing strategy for large diverse groups. As president of Alpha Sigma Phi fraternity, he oversaw a $75,000 budget, increased membership and GPAs, and ensured adherence to rules. He held positions at Hertz and Belletech Corporation and raises funds as the fundraising and philanthropy director for Alpha Sigma Phi.
Designing campaigns to win & build power v7Liz Pallatto
The document outlines strategies for building an effective campaign to create change. It recommends:
1) Establishing strategic planning processes with a clear vision, narrative, and goals.
2) Designing a series of escalating tactics to pressure targets and build power by engaging people.
3) Creating coordination structures and tracking progress through goal setting, coordination processes, and celebration of successes.
Mergers, collaboration, partnership, experience and good practice - Nigel New...NICVA
This document discusses collaboration between nonprofit organizations. It outlines drivers for collaboration including weaknesses like small size and lack of influence as well as opportunities like flexibility, greater influence, and economies of scale. The document presents a spectrum of collaboration options from informal networking to full mergers. Critical success factors for collaboration include clearly defined aims and vision, a strong business case, clear ownership, communication, leadership, agreed roles and responsibilities, sufficient resources, and mutual trust. Support needed for nonprofits to collaborate includes web resources, publications, training, and facilitation support from local and national infrastructure organizations.
Intro to WC Economic Development Partnership (EDP) Nov 2015Andrew Boraine
The Western Cape Economic Development Partnership (EDP) aims to improve regional economic development through collaboration. It creates partnerships between government, businesses, institutions, and organizations to address challenges and promote an inclusive, resilient economy. The EDP convenes stakeholders, designs partnerships, and provides support, management, monitoring and knowledge sharing. It focuses on system improvement, sector partnerships, and area-based development. Through collaborative leadership, shared goals, and neutral platforms, the EDP has established several partnerships and its approach is being adopted by regional stakeholders.
California Workforce Association- The Big Picture: Workforce & Economic Devel...Victoria Hirschberg
On Sept. 7, 2011, I offered this presentation with two of my colleagues from Thomas P. Miller and Associates, along with our strategic partner Monster. The conference was 'The Meeting of the Minds' hosted by the California Workforce Association in Monterey.
Deirdre Tobin from Volunteer Missionary Movement (VMM) talks about VMM's Programme Capacity Building consultations at Dóchas "How We Did It" seminar (12 April 2011, Dublin)
Capacity Building
This document outlines Brian Hawkins' step-by-step approach to building successful cause marketing partnerships. It discusses determining organizational needs and goals, researching potential partner matches, developing proposals, implementing programs, and measuring outcomes. The key steps include establishing goals, assessing assets, defining target audiences, securing media partners, presenting proposals, establishing metrics, ongoing marketing and outreach, tracking results, and creating a program summary. Maintaining open communication and involvement between partners is emphasized throughout the process.
The document summarizes the Worcestershire Dementia Dwelling Grant (DDG) pilot program. A project group including health, housing, social care, and voluntary sectors established the pilot to provide home adaptations for people living with dementia. The group developed eligibility criteria and identified delivery partners. Over the pilot period, 510 grants were approved. Evaluations found improvements in recipients' ability to care for themselves, feelings of safety, and satisfaction with accommodation. The program will continue beyond the pilot based on its success.
RAN, an environmental NGO focused on rainforest protection campaigns, needs to adapt its strategy due to a changing environment. It is recommended that RAN launch a "Rainforest-Friendly" product labeling and ranking system to transform its business model from a conventional campaign approach to a more collaborative and knowledge-based operation. A multi-year plan is outlined to develop and promote the system within various industries to generate new funding sources and strengthen RAN's influence over time.
The document outlines the agenda and activities for a CashBack portfolio day meeting. The agenda includes welcome and introductions, summaries of evaluation meetings with CashBack partners, refining the program's logic model and evaluation framework, discussions on communications and sustainability, and a question and answer session. Three priority areas - impact and evaluation, communications, and sustainability - will be the focus of discussions. [END SUMMARY]
The document discusses measuring the impact and return on investment of corporate social investment programs. It explains that there is increasing pressure from foundations, non-profits, and international development organizations to demonstrate impact and return on investment. Various frameworks and models are presented for assessing impact at the community, organizational, employee, and business levels to determine if programs yield a favorable investment. Key considerations in impact measurement like ensuring strategic alignment and avoiding oversimplification are also covered.
Resource mobilization refers to securing new resources and maximizing existing resources for an organization. It involves a 5 step process:
1) Identifying potential donors, partners, and clients through research.
2) Engaging with stakeholders through meetings, concept notes, and relationship building.
3) Negotiating agreements and ensuring legal and financial compliance.
4) Managing projects, reporting on progress and finances according to agreements.
5) Communicating results to maintain relationships and secure future support.
The process requires strategic planning, strong interpersonal skills, and expert guidance to successfully negotiate agreements and deliver projects.
The document summarizes the findings of a peer review of adult obesity efforts across 14 local authority and partner areas in the South West Region of England. The review focused on communications, interventions, needs assessment, evaluation, leadership, and strategies. It found successes in partnership working and innovative programs, but also areas for development in evaluation, needs assessment, strategic communication, and commissioning priorities. Recommendations included improving evaluation, using data to prioritize groups, and clearer roles for local authorities and primary care trusts regarding obesity efforts.
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
The Buddy System Accomplishing Major Goals Through PartnershipsMegan Denhardt
To successfully accomplish major international growth initiatives, associations must often engage in partnerships with public and private sector entities to springboard the vision from design to implementation. Explore this important topic with a panel of experts and identify strategies to build your own partnerships in every corner of the globe.
Lesley-Anne Alexander, chief executive, RNIB
Len Mafrica, CAE, executive director publishing division, Oncology Nursing Society
Milagros Mostaza-Corral, director, Interel Association Management
Nikki Walker, VP, global association management & consulting, MCI Group
Todd Wurschmidt, CFRE, Ph.D., CAE, Chief Executive Officer, Paradox Associations
Our experience shows that compliance to any meetings management program is higher if it takes into account the existing practices in each country and is communicated effectively. FInd out the guidelines we follow to secure the right strategy for your meetings.
Strengthening HIV/AIDS Information Systems at Subnational LevelsMEASURE Evaluation
The document summarizes MEASURE Evaluation's work to strengthen HIV/AIDS information systems at subnational levels in Nigeria. They worked in 3 states - Kano, Anambra, and Lagos - by deploying advisors, providing training and mentorship, collaborating with partners, and supporting improved data collection, reporting, and use. Key accomplishments included improved data reporting rates, populated databases, and strengthened monitoring and evaluation capacities at state and local levels. Lessons learned highlighted the benefits of working closely with government partners and preventing duplication of efforts.
SPLC 2018 Summit: Strategies for Implementing a Sustainable Procurement ProgramSPLCouncil
Slides from Johanna Kertesz, Sustainable Procurement Program Coordintor, Minnesota Pollution Control, & Sarah Church, Sustainability Project Manager, County of Alameda presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
The document discusses how partnerships between police and other public services can continue delivering citizen-focused services in tight fiscal times. It emphasizes that effective partnerships require leadership to develop intelligence-led strategies and convert relationship-building into tangible community benefits. Partners must invest in understanding each other's priorities and issues, and work together to resource strategies that solve problems and consistently reflect a shared understanding of local concerns around community safety.
This document discusses monitoring, evaluation, accountability and learning (MEAL) for nutrition advocacy efforts. It outlines why MEAL is important to monitor progress towards objectives, evaluate impact, ensure accountability, and support learning. Key points include developing a theory of change, using participatory and sustainable MEAL systems, and tools to record and share results and changes achieved. Examples are given of capacity building with local NGOs leading to increased access to justice and changes in policies and behaviors. The document promotes peer-to-peer support for MEAL through a new database and working group.
1. Effective monitoring, evaluation, accountability and learning (MEAL) systems for civil society alliances can help ensure impact, sustainability, learning and accountability. MEAL of advocacy and policy work requires identifying changes in attitudes, discourse, procedures, policies and behaviors.
2. Key elements of MEAL systems include developing a theory of change, selecting appropriate methodologies, maintaining organized data records, budgeting for MEAL, and using the SUN MEAL database and website to share results. Nutrition advocacy outcomes can be measured by changes in planning, resources, funding, accountability and civil society strength.
3. Measuring advocacy requires mapping stakeholders, assessing starting knowledge/views/actions and desired changes, identifying tactics, and
The SUN Civil Society Network (CSN) is a global network of over 3,000 civil society organizations in 53 countries working to eliminate malnutrition. The CSN was established in 2011 to mobilize civil society actors and coordinate with other SUN networks to support country governments. Key roles of CSN members include raising awareness, advocacy, capacity building, and implementing nutrition-specific and nutrition-sensitive interventions. The CSN has achieved policy changes, increased commitments and budgets for nutrition, and greater accountability in several countries. Going forward, the CSN will continue efforts to reduce malnutrition and address its root causes.
#SUNCSOpportunities Working with Parliamentarians to accelerate parents friendly workplaces in Zimbabwe, investigating factors that influence families in using BMS in Laos, enabling youth participation in Nutrition MSP to enhance Adolescence Nutrition practices in 2 districts in Malawi, strengthening youth capacity and engagement in Nutrition and advocacy in Zimbabwe and Rwanda and empowering youth leadership in combatting non-communicable diseases in Sri Lanka
These and much more are the intervention areas awarded by the 2019 SUN CSN Awards #Innovation&Research Funds and #YouthGrants
Congratulations to the 2 Civil Society Alliances
And to the 4 Youth Leaders for Nutrition #YL4N
The SUN CSN Award gives the opportunity to members of the SUN CSN to research upon, test and pilot new practices that could make a great impact on current Nutrition intervention at Local, National, Regional and Global level.
The awarded organizations/individuals have 6 months to implement their projects and to assess if the approaches are worth to be scaled up and sustained over the time and which are the improvements & learnings we should keep in consideration to harvest a greater result.
Looking forward know and disseminate the results after their completion in July 2020. Best of luck to you all!
1) Acute malnutrition is a major global problem affecting 50 million children under five annually and contributing to nearly 50% of under-five deaths, yet current treatment strategies only reach 20% of affected children.
2) The document calls on world leaders to transform the acute malnutrition treatment system to make it more effective, efficient and accessible in order to save millions of lives.
3) It recommends that the upcoming UN Global Action Plan on Wasting include commitments to simplifying and unifying the treatment approach, developing a time-bound plan to change to a single treatment system led by the UN, and securing financing to achieve global targets for reducing wasting.
The document summarizes the proceedings of the Asia Regional Coordination Group meeting in Siem Reap, Cambodia on September 18, 2019. The group pledged solidarity to end hunger and malnutrition in line with SUN Movement principles and international human rights. They called on global and country leaders to address malnutrition through developing nutrition plans, establishing multi-sectoral platforms, allocating financial resources, promoting health systems and nutrition education. The group also called for commitments at the 2020 Nutrition for Growth Summit to achieve global nutrition goals and targets.
National CSA impact and achievement - 2017
The document summarizes the achievements of Civil Society Alliances (CSAs) in improving nutrition outcomes in several countries. It describes impacts in four outcomes: 1) Improved planning through new legislation, policy changes, and commitments. 2) Increased resources and funding through higher budgets and resource mobilization. 3) Increased accountability like law enforcement and capacity building. 4) Strengthened CSAs through governance improvements and knowledge sharing. Examples from over 15 countries demonstrate progress in planning, funding, accountability and enabling effective multi-stakeholder nutrition efforts.
New Guidance on inappropriate Promotion of Foods for infants and young Childr...SUN Civil Society Network
The document discusses new WHO guidance on ending the inappropriate promotion of foods for infants and young children. Research presented found widespread cross-promotion of breastmilk substitutes and commercial complementary foods. The guidance provides seven recommendations to ensure optimal infant and young child feeding practices and protect breastfeeding by regulating the marketing of these products.
The document provides information on nutrition stakeholder and action mapping conducted in Rwanda, including:
- An overview of what nutrition stakeholder and action mapping is and its objectives to better understand who is working in nutrition, where, and how many people they are reaching.
- Results from mappings conducted in 2012 and 2015 that identified stakeholders, their coverage areas, interventions conducted, and beneficiaries reached to help inform scale-up.
- Information on how the mappings can help various groups including government, districts, organizations, and donors to enhance coordination and identify gaps.
The document summarizes the process, achievements, and challenges of Rwanda's 2012 nutrition stakeholder and action mapping. Over five months, stakeholders were identified and the activities they undertake to address 21 selected Core Nutrition Actions were mapped. This was the first such mapping produced in Rwanda. It helped identify gaps, engage more stakeholders, and inform national nutrition policies and strategic planning. Challenges included sensitizing all stakeholders, deciding which interventions to include, collecting timely partner information, and reviewing the analysis as new partners joined.
La organización Nutres y otras ONGs realizaron esfuerzos para promover estilos de vida saludables y prevenir la obesidad entre niños y adolescentes, incluyendo presentar un proyecto de ley para regular la venta de comida chatarra en escuelas, talleres educativos sobre nutrición para más de 1,500 personas, y apoyar la agricultura sostenible para mejorar la alimentación de las familias.
Esta propuesta de país en nutrición presentada por El Salvador para la Segunda Cumbre de Nutrición para el Crecimiento en 2017 destaca los avances y desafíos del país en materia de nutrición. Entre los avances se encuentran una mayor tasa de lactancia materna exclusiva, una reducción de la desnutrición crónica en menores de 5 años, y el establecimiento de entidades como CONASAN para abordar la seguridad alimentaria y nutricional. Sin embargo, aún persisten desafíos como la desnutrición crónica por encima
El Ministerio de Salud de El Salvador presentó una propuesta de país en nutrición con objetivos como reducir el retraso en el crecimiento y la desnutrición en niños menores de 5 años, mantener o reducir el sobrepeso y la obesidad, e incrementar la lactancia materna exclusiva. La propuesta fue desarrollada por un equipo interinstitucional y cuenta con el apoyo de varias organizaciones nacionales e internacionales. Los asistentes al lanzamiento de la propuesta resaltaron su importancia para mejorar la nutrición y calidad de vida de los
El documento resume varias actividades realizadas por la Fundación Éxito en 2016 para promover la nutrición infantil en Colombia, incluyendo el Mes por la Nutrición Infantil con eventos de sensibilización, la Lactatón donde 5,000 madres amamantaron a sus hijos, la entrega del Premio por la Nutrición Infantil que reconoce el trabajo de organizaciones en esta área, y la firma del Pacto por la Nutrición Infantil por alcaldes, gobernadores y empresas para generar acciones a favor de los niños. También se
The document summarizes activities of the Ethiopia Civil Society Coalition for Scaling Up Nutrition (ECSC-SUN). Key points include:
1) ECSC-SUN hosted a nutrition learning forum in December 2016 to discuss coordinated efforts to address malnutrition. The forum highlighted ECSC-SUN's achievements and priorities for the next phase.
2) ECSC-SUN delegates participated in an international learning exchange in Rwanda where they developed an innovation plan on using media to raise nutrition awareness. This plan won an award.
3) ECSC-SUN is refining its strategic priorities for 2017-2020 which include supporting implementation of Ethiopia's second National Nutrition Program. It is also discussing leadership and funding arrangements for
La Alianza de las Organizaciones de la Sociedad Civil por la Soberanía y Seguridad Alimentaria Nutricional en El Salvador se creó en 2014 e inicialmente incluyó siete organizaciones. La Alianza aboga por el reconocimiento de la nutrición como una prioridad nacional y por marcos legales que apoyen la soberanía y seguridad alimentaria. Ha beneficiado a 5,000 personas a través de incidencia política y educación nutricional. Además de continuar impulsando iniciativas, la Alianza busca incluir más organizaciones para ampliar
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
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United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
1. SUN CSA ESA
George Ouma -CHAIR
Regional Budget analysis and
Advocacy Reflection
2. Memorable
achievements
Graduation of Members of
country alliances
Strengthening country
alliances to support advocacy
Partnership: Cementing the
working relationship of the ESA
NETWORK
Using evidence for advocacy –
clear understanding data
generation
3. Lessons learned
Use of data as
evidence for
advocacy is crucial
and has more
promising results.
Numbers have
better impact. –
synergies among
CSOs can accelerate
advocacy outcomes
The advocacy
moments during the
budget process –
when to undertake
advocacy and role of
CSOs
Media engagement
can add and ensure
better advocacy
outcomes.
Working with
champions
4. Innovations &
Partnerships
Development of advocacy strategy crucial for our work
-Media advocacy
-Use of Champions
-Skill development on
advocacy
-Resource
mobilization with
other country
alliances