GWP Programme Management presentation
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Presented at the Regionnal chairs, co-ordinators, communication officers and GWPO Meeting, Stockholm 2010.
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- Communications focused on campaign creation for various programs but faced challenges completing tasks on deadline due to handling multiple projects simultaneously.
- Organizational Development priorities included coaching, conference management, and planning changes. Expansion opportunities for local committees were also explored.
- Public Relations worked on recruitment, an assessment of national values, and local committee coaching. Lack of defined goals for some areas was a challenge.
- External Relations priorities included sales meetings, an event, debt collection, and partnerships. Recruiting for all ambassador positions and completing some deals
Annual Work Plan and Budget (AWPB)
The document outlines the requirements and purpose of an Annual Work Plan and Budget (AWPB) for borrowers. An AWPB must be submitted to IFAD for review and approval before each project year. The main purposes of an AWPB are to guide project implementation, set benchmarks to measure progress, and avoid issues that could arise without proper planning. An AWPB should include general project information, implementation progress to date, plans and budgets for the upcoming year, and annexes with additional details. The planning process involves needs assessments, evaluations, workshops, and consolidating component plans into a draft AWPB for review and approval.
AIESEC | Italy 1415 | MC | Planning Guide
This document provides guidance for an LC planning block. It suggests allocating around 8 hours to: 1) analyze the previous term's plan and legacy; 2) understand the LC's current status and growth path; 3) decide goals, key performance indicators, and focus areas for the new term. The block then involves 4) planning metrics and strategies for each quarter and program area. Finally, 5) an LC timeline is created to track activities and the strategic plan is completed. The guidance emphasizes critically reviewing the past, defining clear ambitions and strategies, and creating an operative plan to guide the new term.
Strategic direction of cambodia budget system reform 2013-2020 - Ratanak Hav,...
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February review operations
The Operations Monthly Report for February summarizes key achievements and priorities across various departments. The iGIP department delivered its Global Talents product and prepared for upcoming conferences. iGCDP realized its @Uni project and began transitioning. TM developed the AMS system and prepared for MultiTo. Operations established priorities around proxies and initiatives. IM finished international cooperation platforms and the SONA tool. Challenges included conference preparations and transitions across departments.
Monthly functional report january
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and balancing multiple responsibilities. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
Monthly functional report january
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and integrating new strategies. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
A Planning Process
This document describes the planning process used for large, complex programs. It involves top-down planning and bottom-up reporting. Senior management agrees high-level milestones which are recorded in a High Level Plan (HLP). Lower level plans (LLP) with more detail are then developed by project teams to deliver the milestones. LLPs are coded so their progress can be tracked and reported up to the HLP. Project managers submit weekly plan updates which are consolidated and various reports are generated to monitor progress and identify any issues. Management reviews progress and approves or rejects any requested slippage.
BP&A Deliverable Summary_SRG
This document discusses TVA's business planning process and documents. It provides an overview of planning documents that ensure business plans support TVA's strategic goals and mission. These include integrated planning process documents, business planning guidance, and timelines. It also summarizes the enterprise-wide business plan, regional communications materials, and individual business unit plans that are developed by each SBU and operations group to cascade TVA's strategic focus on performance, costs, and risk mitigation. Initiative and performance measure definitions are also part of the business planning process to support strategic alignment and monitor progress.
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The document outlines a plan to implement MTEF and PBB reforms in Australia over the next 5-10 years. It involves piloting the program structures and baseline in 2008, then full implementation across agencies from 2009-2011 by establishing the required institutions and performance reporting. The plan also introduces a performance framework in phases, starting with modest operational flexibilities from 2012-2016, then expanding to include evaluation and monitoring mechanisms from 2014 onward, with a full review of the framework in 2016. Key issues that need consideration include whether the timeframes are realistic, what still needs to be done to meet the plan, and defining various elements of the framework like expenditure groups and accountability reporting.
AiP Strategic Planning
This document outlines the process for developing an Annual Implementation Plan (AIP) to guide a School Improvement Plan (SIP). It recommends that the project team who conducted the root cause analysis also prepare the AIP for continuity. The AIP lists activities, timelines, locations, budgets, and responsibilities for carrying out projects to address issues identified in the SIP. Progress will be monitored regularly through submission of project monitoring reports. Results will be used to update the SIP and guide modifications to the next year's AIP.
BNTF 7 RMF_MIS
This document provides an overview of the BNTF 7 Programme's results monitoring framework. It explains that the framework includes a log frame and results monitoring framework to track outputs, outcomes and impacts. It describes the different types of results and monitoring and evaluation processes. Key points are that the framework will be refined using project-level log frames and regional technical assistance. It also discusses roles and responsibilities, sample reports, implications for operations, the interim management information system, and funding for monitoring and evaluation activities.
CG contact point meeting in Bonn - Introduction
CG contact point meeting in Bonn - IntroductionCCAFS | CGIAR Research Program on Climate Change, Agriculture and Food Security
The document outlines objectives and agenda items for a meeting to discuss the future directions of CCAFS. It includes getting feedback on regional selection processes, reporting, contracting, internal learning, and budget allocation. It proposes general principles and behaviors for collaboration. It details proposals for a common reporting system, contracting through workplans and budgets, internal learning reviews, and a process for developing a coherent 3-year rolling workplan and budget allocation.July 2013 functional plans review
The functional monthly report summarizes communications, organizational development, public relations, external relations, and finance activities for July. Key achievements included building partnerships, coaching strategy implementation, incentive system updates, expansion planning, and debt collection. Challenges involved limited time, personnel changes, and coordination across areas. The next month's focus will be on partnership management, conference planning, alumni engagement, and negotiations.
AWPB
The document provides guidance on developing an annual work programme and budget (AWPB) for a project. It emphasizes that an AWPB is a critical tool for project implementation that plans activities, budgets, procurement, and monitors progress. It outlines the key components and level of detail an AWPB should contain, including work plans by component, quantitative targets, timelines, budgets, and procurement plans. It also stresses the importance of participation and realistic planning in developing an AWPB.
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GWP Programme Management presentation
- 6. GWP Annual Programming Cycle monitoring reporting & evaluation planning & budgeting implementation GWP Strategy 2009-2013 “ programme development” under the overall guidance of the Strategy
- 9. JAN MAR APR MAY JUN JUL AUG SEP OCT NOV DEC FEB Annual report CP RDs SC Monitoring SC Planning GWP Work plan (from 14 Work plans) On-going programme / project development roster……………………………… On-going programme / project development roster Monthly regional & global reports / monthly monitoring……………………….. Monthly regional & global reports / monthly monitoring PLANNING MONITORING GWPO sec. GWPO sec. RWPs & GWPO RWPs & GWPO FPG FPG GWP Workplan Today
- 10. JAN MAR APR MAY JUN JUL AUG SEP OCT NOV DEC FEB Annual report CP RDs SC Monitoring SC Planning GWP Work plan (from 14 Work plans) On-going programme / project development roster……………………………… On-going programme / project development roster Monthly regional & global reports / monthly monitoring……………………….. Monthly regional & global reports / monthly monitoring PLANNING MONITORING GWPO sec. GWPO sec. TEC involved? RWPs & GWPO RWPs & GWPO FPG FPG Work plan implementation Note FPG Work plan implementation Note SC Workprog. implementation status note CP GWP Workplan Improving monitoring
- 11. JAN MAR APR MAY JUN JUL AUG SEP OCT NOV DEC FEB Annual report Workplanning Orientation note CP RDs SC Monitoring SC Planning 15 draft Workplanning notes GWP Work- Plan&overview (from 14 Work plans) On-going programme / project development roster……………………………… On-going programme / project development roster Monthly regional & global reports / monthly monitoring……………………….. Monthly regional & global reports / monthly monitoring PLANNING MONITORING GWPO sec. TEC involved? GWPO sec. TEC involved? RWPs & GWPO RWPs & GWPO FPG FPG Work plan implementation Note FPG Work plan implementation Note SC Workprog. implementation status note CP GWP Workplan Improving planning
- 12. JAN MAR APR MAY JUN JUL AUG SEP OCT NOV DEC FEB Annual report Workplanning Orientation note CP RDs SC Monitoring (PSC) SC Planning (PSC) 15 draft Workplanning notes GWP Work- Plan&overview (from 14 Work plans) On-going programme / project development roster……………………………… On-going programme / project development roster Monthly regional & global reports / monthly monitoring……………………….. Monthly regional & global reports / monthly monitoring PLANNING MONITORING GWPO sec. TEC involved? GWPO sec. TEC involved? RWPs & GWPO RWPs & GWPO FPG FPG Work plan implementation Note FPG Work plan implementation Note SC Workprog. implementation status note CP GWP Workplan Improved sequence
- 15. 2013 2012 2011 2010 2009 Changes we would like to see Planning: Activities, outputs we think could help (intentional design) GWP Overall approach: Outcome Mapping The linkages as hypothesis Outcome Challenges Progress Markers Initial status Boundary Actors
- 16. Templates used across the GWP system
- 17. Link work plan / budget (Example from Central Africa)
- 18. GWP Work Plan & Budget = Σ 14 work plans & Budget (annual) THE INFORMATION WE HAVE
- 22. 2013 2012 2011 2010 2009 Monitoring changes we observe Monitoring the activities we implement, outputs we produce Investigating the linkages GWP Overall approach: Outcome Mapping
- 23. 2013 2012 2011 2010 2009 Changes we would like to see Changes we observe Activities, outputs we think could help Activities we implement, outputs we produce
- 24. Present reporting mechanisms
- 27. Ideas for new template for bi-annual report on outcomes?
- 28. Thank you!