This document discusses fiduciary responsibilities for retirement plans. It defines what it means to be a fiduciary, including acting solely in participants' interests, prudently, following plan documents, diversifying investments, and paying reasonable expenses. Fiduciaries must select and monitor service providers and investments prudently. Failure to do so can result in legal and financial liability. The document provides tips for fiduciaries to protect themselves such as obtaining insurance and properly documenting their processes.
Unified Trust Company is a national bank trust company that acts as a discretionary trustee for retirement plans. As discretionary trustee, it has full responsibility for selecting and monitoring plan investments and ensuring fees are reasonable, allowing plan sponsors to satisfy their fiduciary duties. Unified Trust provides services like recordkeeping, compliance testing and reporting, investment management, and education resources to help participants and improve retirement outcomes. It offers support for plan sponsors, advisors, and participants through each stage of the retirement process.
OECD, 7th Meeting on Public-Private Partnerships - Greg SMITHOECD Governance
This presentation by Greg SMITH was made at the 7th Meeting on Public-Private Partnerships held on 17-18 February 2014. Find more information at http://www.oecd.org/gov/budgeting/ppp.htm
REMI's financial feasibility program online focuses on the key terms and calculations of real estate financial concepts which helps propel your career in real estate. Get certified today at: https://www.remi.edu.in/real-estate-financial-feasibility/
NorthBrook Capital Services is a lending sector advisory group that works with lenders and investors in loan pools. They assist with expanding lending activities, maximizing returns from loan portfolios, and increasing transparency and risk monitoring. With over 35 years of experience in senior advisory and participation roles, NorthBrook brings expertise to challenges facing the lending sector. They provide services such as portfolio evaluations, operational assessments, and strategic reviews to help clients maximize value.
The document discusses transnational and inter-territorial projects based on the experience of the Ballyhoura Development group. It outlines that Ballyhoura successfully implemented cooperation projects across local areas and countries in the EU through having a clear purpose, selecting strategic partners, understanding local contexts, limiting projects to a realistic scope, maintaining communication, and having clear financial oversight. The presentation provides lessons learned from Ballyhoura's experience in cross-border and international development projects.
This document summarizes a finance seminar that covered several topics:
- A survey found that most senior finance professionals are responsible for IT departments and over half plan a career change within a year. Flexible working is the most desired benefit.
- When conveying impact through an annual report, it is important to consider the audience, message, and transparency. The report should tell the charity's story in a fair, balanced way acknowledging successes and failures.
- An effective annual report has a clear purpose and audience in mind. It ensures the charity is publicly accountable with a fair, balanced, and understandable review of what it does and achieves in line with its goals.
The document provides an overview of the Heart of the South West LEP's People Theme work, including developing their Strategic Economic Plan and EU Structural Investment Framework. It discusses governance arrangements for three themes of work: People, Place and Business. It also notes the progress of Growth Deals 1 and 2. For the People Group, it outlines their business-led oversight of skills, capital investments, and developing people activities in the ESIF. It proposes potential people theme investments in areas like skills for innovation, enterprise/SME competitiveness, leadership/management, and digital inclusion. It allocates over £5 million to calls under social and economic inclusion. Finally, it notes next steps of finalizing the ESIF
This document discusses fiduciary responsibilities for retirement plans. It defines what it means to be a fiduciary, including acting solely in participants' interests, prudently, following plan documents, diversifying investments, and paying reasonable expenses. Fiduciaries must select and monitor service providers and investments prudently. Failure to do so can result in legal and financial liability. The document provides tips for fiduciaries to protect themselves such as obtaining insurance and properly documenting their processes.
Unified Trust Company is a national bank trust company that acts as a discretionary trustee for retirement plans. As discretionary trustee, it has full responsibility for selecting and monitoring plan investments and ensuring fees are reasonable, allowing plan sponsors to satisfy their fiduciary duties. Unified Trust provides services like recordkeeping, compliance testing and reporting, investment management, and education resources to help participants and improve retirement outcomes. It offers support for plan sponsors, advisors, and participants through each stage of the retirement process.
OECD, 7th Meeting on Public-Private Partnerships - Greg SMITHOECD Governance
This presentation by Greg SMITH was made at the 7th Meeting on Public-Private Partnerships held on 17-18 February 2014. Find more information at http://www.oecd.org/gov/budgeting/ppp.htm
REMI's financial feasibility program online focuses on the key terms and calculations of real estate financial concepts which helps propel your career in real estate. Get certified today at: https://www.remi.edu.in/real-estate-financial-feasibility/
NorthBrook Capital Services is a lending sector advisory group that works with lenders and investors in loan pools. They assist with expanding lending activities, maximizing returns from loan portfolios, and increasing transparency and risk monitoring. With over 35 years of experience in senior advisory and participation roles, NorthBrook brings expertise to challenges facing the lending sector. They provide services such as portfolio evaluations, operational assessments, and strategic reviews to help clients maximize value.
The document discusses transnational and inter-territorial projects based on the experience of the Ballyhoura Development group. It outlines that Ballyhoura successfully implemented cooperation projects across local areas and countries in the EU through having a clear purpose, selecting strategic partners, understanding local contexts, limiting projects to a realistic scope, maintaining communication, and having clear financial oversight. The presentation provides lessons learned from Ballyhoura's experience in cross-border and international development projects.
This document summarizes a finance seminar that covered several topics:
- A survey found that most senior finance professionals are responsible for IT departments and over half plan a career change within a year. Flexible working is the most desired benefit.
- When conveying impact through an annual report, it is important to consider the audience, message, and transparency. The report should tell the charity's story in a fair, balanced way acknowledging successes and failures.
- An effective annual report has a clear purpose and audience in mind. It ensures the charity is publicly accountable with a fair, balanced, and understandable review of what it does and achieves in line with its goals.
The document provides an overview of the Heart of the South West LEP's People Theme work, including developing their Strategic Economic Plan and EU Structural Investment Framework. It discusses governance arrangements for three themes of work: People, Place and Business. It also notes the progress of Growth Deals 1 and 2. For the People Group, it outlines their business-led oversight of skills, capital investments, and developing people activities in the ESIF. It proposes potential people theme investments in areas like skills for innovation, enterprise/SME competitiveness, leadership/management, and digital inclusion. It allocates over £5 million to calls under social and economic inclusion. Finally, it notes next steps of finalizing the ESIF
Managing EU Projects - a perspective from Westward Pathfinder CEO George Curry delivered at South West Forum's st April Building Better Opportunities event
Slides from Gill Millar, Regional Youth Work Unit at Learning South West presented at Sout hWest Forum's ESF collaboration workshop in Exeter, 1st April 2015
The document outlines a proposed activity for the Big Lottery Fund's Opt-in 2015-19 European Structural and Investment Fund program. The proposed activity includes work readiness programs for young people worth around £2.5 million, programs for adults furthest from the labor market worth around £10 million, and enterprise/employment education for young people aged 15+ worth around £2 million. It also describes key components of the offer such as delivery and match-funding services, simplified monitoring processes, and a proposed timeline for development, application, and delivery phases.
This document outlines plans for integrating health and social care services in Plymouth, England to better address local challenges and improve people's experiences of care. It establishes four main strategies centered around keeping people healthy and independent. An integrated fund will pool £241 million for commissioned services. System Design Groups made up of various stakeholders will work to deliver the strategies and address issues through collaborative planning. The goal is to transition to a single integrated delivery function that provides seamless, personalized support through a single point of access.
Building Better Opportunities - Lead Partners WorkshopSWF
The document summarizes upcoming EU funding calls for the HotSW region of England, including details on the scope and focus of each call. The first call is for adults furthest from the labor market, totaling around £10 million to support coaching, mentoring, digital skills training, and an integrated holistic service. A second call of £2.5 million for Plymouth, Devon, and Torbay will focus on increasing work readiness of young people aged 18-24 through skills development and pre-employment support like work placements. A third call of £2 million will provide enterprise education for young people aged 15+ across the HotSW region.
Investment planning and public investment plans: Inssues and Best PracticesJean-Marc Lepain
This presentation goes through the issues in investment appraisal that result in poor outcomes. It introduces Public Investment Plans as a systematic methodology to address these issues.
1) Joint monitoring involves the managing authority of an ENPI CBC program, the ENPI CBC headquarters, and potentially local government authorities conducting monitoring visits and producing joint reports together.
2) Joint monitoring can generate better information about whether projects are achieving expected results through collaborative analysis. It also promotes ownership of results among managing partners.
3) Effective joint monitoring requires advance planning and agreement between stakeholders on procedures, field visits, and report production. It emphasizes learning through practical experience.
The document outlines the agenda for a start-up seminar on the Key Action 2 program, including an overview of the 2014 call, managing grants, monitoring and reporting, the Mobility Tool+, networking opportunities, and a panel discussion on dissemination. The morning agenda focuses on grant management, while the afternoon covers support networks, impact assessment, and dissemination strategies using social media.
The document provides an overview of a 3-day online training on project management for CSOs. The training aims to build the capacity of local CSOs in project management, focusing on EU requirements. The agenda covers topics such as project management challenges, timelines, monitoring, procurement, and human resources management. It also discusses dividing roles and communication challenges between partner organizations. Participants are asked to consider how to improve project management in their own CSOs and given homework to define an internal reporting format.
The document outlines that:
[1] Field visits are direct contact with project activities and stakeholders that allow monitors to understand what a project is achieving, determine if benefits are being delivered, and identify any needed improvements.
[2] Successful field visits involve careful planning, involvement of all partners, and sufficient time to analyze findings and prepare reports. Visits should take a problem-solving approach.
[3] Key elements of field visits are keeping to the agenda while remaining flexible, triangulating information from different sources, taking notes, and regularly debriefing to identify recommendations. Check
Here are some key questions I would ask and information sources I would consider when conducting a field monitoring visit for this project:
1. What activities have been implemented in the last 6 months? How do these compare to the workplan? (Project reports, discussions with project team)
2. How many farmers/cooperatives have participated in training? What feedback have they provided? (Training records, interviews with participants)
3. How is the new equipment/infrastructure being utilized? Any issues encountered? (Site visits, discussions with users)
4. What marketing activities have occurred? How successful have they been in increasing sales? (Sales records, interviews with farmers/cooperatives)
5. Have
The document discusses the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It provides descriptions of each process group and their typical activities. Additionally, it discusses pre-initiating tasks that lay the groundwork for a project and initiating tasks such as identifying stakeholders, creating a project charter and business case, holding a kickoff meeting, and developing a preliminary scope statement.
The document discusses establishing enterprises in Nepal. It explains that cooperatives must register under the cooperative act by following procedures like holding a preliminary meeting of at least 25 members. An application is then filed with documents like bylaws, objectives, and share capital details. If approved, the registrar issues a certificate allowing the cooperative to operate. It also identifies challenges for small and medium forest enterprises in Nepal, such as lack of skills, access to markets and financing, and raw material issues. The importance of coordination between stakeholders like government agencies and groups is explained for enterprise development and management support.
Some useful tips for those interested in submitting a Horizon 2020 proposal. What are the evaluators looking for? Hands-on approach to H2020 proposal writing.
This document outlines a proposed SME Integrity and Governance Performance Program. It discusses findings from workshops with SMEs that identified internal and external integrity issues. The program would help SMEs strengthen integrity through activities at three levels: foundations, demonstration, and collective action. Key elements for success include framing integrity as a financial issue and ensuring benefits to SMEs and partner banks. The proposal outlines the program structure, budget, deliverables, and some remaining questions.
This document provides guidance on creating management plans for grantees of an education grant program. It outlines the purpose and structure of management plans, including objectives, strategies, activities, and performance measures. A sample management plan from KIPP is presented and mapped to an Excel template format. Grantees are expected to work with their program officers to complete a management plan that outlines goals, solutions, and key activities for the first year of the grant. The management plan is intended to facilitate project tracking, performance management, technical assistance, and achieving intended outcomes of the grant program.
This document discusses project cost management and creating a cost management plan. It explains that a cost management plan establishes policies and procedures for planning, managing, monitoring and controlling project costs. The plan guides how costs will be managed throughout the project life cycle. The document then provides details on key elements to include in a cost management plan such as units of measurement, performance metrics, control thresholds, and reporting formats.
The document discusses governance of project management and sponsorship. It begins by introducing the APM Governance SIG and its objectives to advance understanding and influence standards. It then discusses why governance is important for project success, controls, and compliance. Several principles of governance are outlined, including directing change, co-owned projects, and governing agile working. The roles of the sponsor are explored from the perspectives of the board and project managers. Sponsors are expected to link projects to strategy, own the business case and benefits, make decisions, provide resources, and manage stakeholders. Effective sponsors exhibit leadership, support, and engagement.
Managing EU Projects - a perspective from Westward Pathfinder CEO George Curry delivered at South West Forum's st April Building Better Opportunities event
Slides from Gill Millar, Regional Youth Work Unit at Learning South West presented at Sout hWest Forum's ESF collaboration workshop in Exeter, 1st April 2015
The document outlines a proposed activity for the Big Lottery Fund's Opt-in 2015-19 European Structural and Investment Fund program. The proposed activity includes work readiness programs for young people worth around £2.5 million, programs for adults furthest from the labor market worth around £10 million, and enterprise/employment education for young people aged 15+ worth around £2 million. It also describes key components of the offer such as delivery and match-funding services, simplified monitoring processes, and a proposed timeline for development, application, and delivery phases.
This document outlines plans for integrating health and social care services in Plymouth, England to better address local challenges and improve people's experiences of care. It establishes four main strategies centered around keeping people healthy and independent. An integrated fund will pool £241 million for commissioned services. System Design Groups made up of various stakeholders will work to deliver the strategies and address issues through collaborative planning. The goal is to transition to a single integrated delivery function that provides seamless, personalized support through a single point of access.
Building Better Opportunities - Lead Partners WorkshopSWF
The document summarizes upcoming EU funding calls for the HotSW region of England, including details on the scope and focus of each call. The first call is for adults furthest from the labor market, totaling around £10 million to support coaching, mentoring, digital skills training, and an integrated holistic service. A second call of £2.5 million for Plymouth, Devon, and Torbay will focus on increasing work readiness of young people aged 18-24 through skills development and pre-employment support like work placements. A third call of £2 million will provide enterprise education for young people aged 15+ across the HotSW region.
Investment planning and public investment plans: Inssues and Best PracticesJean-Marc Lepain
This presentation goes through the issues in investment appraisal that result in poor outcomes. It introduces Public Investment Plans as a systematic methodology to address these issues.
1) Joint monitoring involves the managing authority of an ENPI CBC program, the ENPI CBC headquarters, and potentially local government authorities conducting monitoring visits and producing joint reports together.
2) Joint monitoring can generate better information about whether projects are achieving expected results through collaborative analysis. It also promotes ownership of results among managing partners.
3) Effective joint monitoring requires advance planning and agreement between stakeholders on procedures, field visits, and report production. It emphasizes learning through practical experience.
The document outlines the agenda for a start-up seminar on the Key Action 2 program, including an overview of the 2014 call, managing grants, monitoring and reporting, the Mobility Tool+, networking opportunities, and a panel discussion on dissemination. The morning agenda focuses on grant management, while the afternoon covers support networks, impact assessment, and dissemination strategies using social media.
The document provides an overview of a 3-day online training on project management for CSOs. The training aims to build the capacity of local CSOs in project management, focusing on EU requirements. The agenda covers topics such as project management challenges, timelines, monitoring, procurement, and human resources management. It also discusses dividing roles and communication challenges between partner organizations. Participants are asked to consider how to improve project management in their own CSOs and given homework to define an internal reporting format.
The document outlines that:
[1] Field visits are direct contact with project activities and stakeholders that allow monitors to understand what a project is achieving, determine if benefits are being delivered, and identify any needed improvements.
[2] Successful field visits involve careful planning, involvement of all partners, and sufficient time to analyze findings and prepare reports. Visits should take a problem-solving approach.
[3] Key elements of field visits are keeping to the agenda while remaining flexible, triangulating information from different sources, taking notes, and regularly debriefing to identify recommendations. Check
Here are some key questions I would ask and information sources I would consider when conducting a field monitoring visit for this project:
1. What activities have been implemented in the last 6 months? How do these compare to the workplan? (Project reports, discussions with project team)
2. How many farmers/cooperatives have participated in training? What feedback have they provided? (Training records, interviews with participants)
3. How is the new equipment/infrastructure being utilized? Any issues encountered? (Site visits, discussions with users)
4. What marketing activities have occurred? How successful have they been in increasing sales? (Sales records, interviews with farmers/cooperatives)
5. Have
The document discusses the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It provides descriptions of each process group and their typical activities. Additionally, it discusses pre-initiating tasks that lay the groundwork for a project and initiating tasks such as identifying stakeholders, creating a project charter and business case, holding a kickoff meeting, and developing a preliminary scope statement.
The document discusses establishing enterprises in Nepal. It explains that cooperatives must register under the cooperative act by following procedures like holding a preliminary meeting of at least 25 members. An application is then filed with documents like bylaws, objectives, and share capital details. If approved, the registrar issues a certificate allowing the cooperative to operate. It also identifies challenges for small and medium forest enterprises in Nepal, such as lack of skills, access to markets and financing, and raw material issues. The importance of coordination between stakeholders like government agencies and groups is explained for enterprise development and management support.
Some useful tips for those interested in submitting a Horizon 2020 proposal. What are the evaluators looking for? Hands-on approach to H2020 proposal writing.
This document outlines a proposed SME Integrity and Governance Performance Program. It discusses findings from workshops with SMEs that identified internal and external integrity issues. The program would help SMEs strengthen integrity through activities at three levels: foundations, demonstration, and collective action. Key elements for success include framing integrity as a financial issue and ensuring benefits to SMEs and partner banks. The proposal outlines the program structure, budget, deliverables, and some remaining questions.
This document provides guidance on creating management plans for grantees of an education grant program. It outlines the purpose and structure of management plans, including objectives, strategies, activities, and performance measures. A sample management plan from KIPP is presented and mapped to an Excel template format. Grantees are expected to work with their program officers to complete a management plan that outlines goals, solutions, and key activities for the first year of the grant. The management plan is intended to facilitate project tracking, performance management, technical assistance, and achieving intended outcomes of the grant program.
This document discusses project cost management and creating a cost management plan. It explains that a cost management plan establishes policies and procedures for planning, managing, monitoring and controlling project costs. The plan guides how costs will be managed throughout the project life cycle. The document then provides details on key elements to include in a cost management plan such as units of measurement, performance metrics, control thresholds, and reporting formats.
The document discusses governance of project management and sponsorship. It begins by introducing the APM Governance SIG and its objectives to advance understanding and influence standards. It then discusses why governance is important for project success, controls, and compliance. Several principles of governance are outlined, including directing change, co-owned projects, and governing agile working. The roles of the sponsor are explored from the perspectives of the board and project managers. Sponsors are expected to link projects to strategy, own the business case and benefits, make decisions, provide resources, and manage stakeholders. Effective sponsors exhibit leadership, support, and engagement.
The document discusses the European Neighborhood and Partnership Instrument Cross Border Cooperation (ENPI CBC) programmes and seminar, outlining the key elements of ENPI CBC including joint programming and management. It also discusses the European Commission's reforms to technical cooperation to improve effectiveness through principles like ownership, harmonization, alignment, and managing for results. Monitoring and evaluation of technical cooperation is discussed, emphasizing the importance of building partner capacity and focusing on results.
The document provides guidance on obtaining different types of funding for innovation projects, including from customers, banks, angels/venture capitalists, grants, and soft loans. It discusses the rules of successful fundraising, which include knowing the funder, building relationships rather than cold calls, understanding application processes, clearly telling your story, and listening to feedback. Specific tips are provided for applying to banks, angels/VC, and innovation funding bodies like Innovate UK. The key is to understand the funder's needs and criteria, demonstrate how the project addresses a market need and will be successful and return their investment. Feedback should be used to strengthen applications and move projects forward.
This document summarizes a presentation on valuation for fund directors. It discusses the legal framework for valuation requirements, outlining both hard and soft laws. It then describes the general framework of the valuation chain, including the roles and responsibilities of the fund's governing body, investors, and any third-party delegates involved in valuation. The main aspects of valuation for alternative investment funds are also outlined. Finally, it discusses some of the complexities fund directors face and provides suggestions on how directors can help mitigate valuation risks.
This presentation was made by Brian FINN, OECD, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
The document discusses the evolution of the Project Management Office (PMO) at Georgia Tech's Office of Information Technology (OIT) over multiple iterations ("Forma", "Storma", "Norma", "Performa", "Churna"). It describes how the PMO was initially formed, integrated processes within the organization, established accomplishments, assessed maturity, and identified risk factors. The overall evolution helped OIT establish consistent project management practices, increase transparency, enhance decision making, and evaluate how to continuously improve the PMO over time through flexibility, communication, and stakeholder involvement.
The document summarizes information about the Building Better Opportunities program, which will provide £300 million over 3 years to tackle poverty and promote social inclusion in the UK. It outlines 3 proposed project outlines for the Heart of the South West LEP area, totaling £13.77 million, focused on employment support for young and older individuals and enterprise education. Key dates are provided for the first funding tranche application process. Support resources are also listed to help applicants navigate the requirements.
Introduction to the Heart of the South West LEP and EU Funding. Presentation delivered at South West Forum's EU Funding - Get the Latest... on 19th March 2015
The document discusses the importance of measuring social impact and provides guidance on developing an impact framework. It emphasizes starting with clear objectives and engaging stakeholders, and introduces tools and principles for collecting both quantitative and qualitative data on inputs, outputs, outcomes and overall impact. The goal is to understand the difference an organization makes and clearly communicate its value to stakeholders.
The summary analyzes a case study involving funding cuts to youth clubs by a county council. The council cut funding to 50% of clubs by randomly selecting them, without considering equality impacts. One affluent urban club (Club X) challenged the decision procedurally. When the council maintained its decision, Club X applied for a judicial review alleging irrational criteria and failure to comply with public sector equality duties. A second application was then brought on behalf of a user of a rural club (Club Y) that lost funding, alleging disproportionate impacts on rural and BAME youth. The assistant is asked to advise on next steps for both challenges considering public law obligations, merits of claims, and provisions in new legislation requiring refusal if outcome would likely
This document summarizes a legal masterclass on positive action and maintaining equality in the workplace. It discusses:
1) The key positive action provisions under the UK Equality Act 2010 which allow employers to take proportionate action to encourage participation among protected groups.
2) A European Court of Justice case which found that a French law allowing more favorable treatment for some women in public sector recruitment was not justified positive action and did not achieve full substantive equality.
3) The need to balance achieving equality of opportunity through compensatory positive action without creating claims of unlawful discrimination from other groups.
This document summarizes the role of judicial review in enforcing equality laws, lessons learned from judicial review cases, and recent and potential future changes to judicial review. Specifically, it notes that judicial review is an important mechanism for enforcing laws like the Public Sector Equality Duty. It outlines grounds for challenge like procedural fairness, legality, and rationality. Recent changes like reduced legal aid may decrease the number and quality of challenges. Proposed reforms could further limit standing and increase costs risks.
This document outlines key principles of European equality law as presented by Robin Allen QC. It discusses the fundamental principle of equality recognized by the European Court of Justice, as well as equality rights and principles contained in the Charter of Fundamental Rights. It also summarizes several important EU directives prohibiting discrimination on various grounds in employment, occupation, and access to goods and services. The document provides an overview of European legal sources that have advanced the goal of non-discrimination and equal treatment.
This document discusses the public sector equality duty in the UK. It provides:
1) An overview of the history and purpose of equality laws, from avoiding discrimination to proactively promoting equality.
2) An explanation of the public sector equality duty under the 2010 Equality Act, which requires public authorities to have due regard to eliminating discrimination, advancing equality of opportunity, and fostering good relations.
3) A summary of key legal cases related to applying the public sector equality duty and demonstrating due regard for equality in policymaking, especially regarding public spending cuts.
Maintaining the Business Case for Equality - Reducing Risk and Ensuring Compl...SWF
The document discusses the dismantling of individual rights and attacks on equality and human rights in the UK. It summarizes the findings of a review of the Public Sector Equality Duty (PSED) in Wales, which found that the PSED raised the profile of equality and provided a structure for equality work, but that organizations faced challenges from a lack of clear guidance. It also outlines budget savings from various welfare reforms in the UK totaling over £5 billion.
This document discusses maximizing social value creation through EU procurement rules. It provides an overview of the UK's implementation of social value requirements, what the procurement rules allow and don't allow, and the new EU Procurement Directives. Birmingham Council is highlighted for its clear commitment to social value through tools requiring suppliers to pay living wages and support the local economy. While procurement rules have always allowed social value considerations, contracts cannot discriminate against bidders from other EU states. The new directives stress that contracting authorities decide what they value and introduce a lighter regime for health and social services. Complex challenges include balancing short term costs with long term savings, siloed working, and properly measuring social outcomes. Strong leadership, corporate social value strategies,
This document summarizes a workshop on defining and measuring social value. It discusses current practice in the UK, including case studies of local authorities that consider social value in procurement. Common domains of social value identified across UK strategies include strengthening local economies, building community resilience, reducing public spending, environmental protection, helping vulnerable groups, and promoting equal opportunities. The workshop concluded with a group discussion to identify commonalities and differences in social value definitions and measures between the UK and France.
Eu commissioning context - Rachel Rhodes, NAVCASWF
The document discusses the EU procurement context and directives, outlining their purpose to achieve wider policy objectives. It provides an overview of how different EU member states implement the directives and issues for social purpose organizations. The document also outlines main changes to the EU procurement directives, including using procurement to achieve broader policy goals and a new "light-touch regime".
Paul Courtney, CCRI, University of Gloucestershire
- An overview of impact evidence gathered through the Gloucestershire POV project involving three small SPOs
- An introduction to the Social Return Assessment (SRA) tool that was developed over the course of the project through action research and the challenges revealed in developing it
- A discussion around implications for small VCS organisations with respect to measuring impact and the associated support and systems required to achieve it
This document discusses monetizing improvements in client health and wellbeing as an outcome of advice from Citizens Advice Bureaus (CAB). Baseline data found clients' problems severely affected their mood and mental health. Interviews revealed impacts like fatigue, stress, sleeplessness, and depression. Two methods captured wellbeing increases from CAB advice: the Warwick Edinburgh Mental Well Being Scale and individual self-reports of improvements in depression, anxiety, and physical health. Findings showed modest short-term and larger long-term increases in wellbeing scores. Potential monetary proxies included NHS savings from reduced GP visits or treatment for mental health issues attributed to CAB advice. Questions remained about fully capturing individual wellbeing changes and using alternative measurement tools.
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
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
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
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
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/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
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.
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. Heart of the South West EU Funding
Partnership Working
June 2015
2. BLF Partnership Guidance
Key points
• Proven track record managing complex projects
• “Beneficial” to have EU funding experience
• Need good connections for ensuring wide cross
section involved
• Lead does not need to deliver front line activities
– could be “just” manager/coordinator
• Lead has “responsibility to manage partnership to
avoid financial loss …due to lack of reporting and
evidence information being provided”
3. Guidance
Partnership structures
• Open to different partnership structures
• All members of partnership in place at stage 1
• Partnership structure/diagram needed at stage 1
• Partnership agreement which formalises
relationships is critical
• Partnership agreement to be submitted at stage 2
• All delivery partners must be named in and sign
agreement
• Some (limited) scope for small discrete services,
spot purchasing if not in partnership agreement
4. “Extremely Important”
guidance
• “That partners understand and are committed
to [evidence and information] requirements
from the outset as they will be the same
financial risks [as the lead]”
• “If errors are found [within evidence and
information] we may have to recover funding
that has been paid or spent”
5. A Good Lead Partner 1
• Have an understanding of the beneficiary group
• Committed to a proper sense of partnership –
partners must feel they are genuine partners
• Able to co-design with beneficiaries
• Clear processes for engaging with partners
• Ability to respond to BLF/EU requirements
• Good, clear communicator – shared systems etc.
• Establish/clarify realistic number of partners
6. A Good Lead Partner 2
• Ability to manage multi-partner projects flexibly
• Committed to fairness and transparency
• Need low management charges but got to have good
management systems
• Don’t underestimate costs of managing, monitoring,
reporting, archiving
• Prepared to task the risk with the application
• History of leading partnerships – clean track record and
audits
• Evaluation built into co-production and projects from
start
7. Two key BLF resources
www.biglotteryfund.org.uk/global-
content/programmes/england/building-better-
opportunities
• Summary of our [BLF] Partnership
Requirements
• Guide to delivering EU funding
8. Heart of the South West
Partners Directory
• http://southwestforum.org.uk/civicrm/profile
?reset=1&gid=42&force=1