JNR NON-PERMANENCE RISK REPORT VCS Version 3VCS JNR Non-Per.docx

JNR NON-PERMANENCE RISK REPORT: VCS Version 3
VCS JNR Non-Permanence Risk Report Template
This report template is for analyzing the non-permanence risk of
VCS jurisdictional REDD+ programs. VCS projects, including
nested projects, must use the VCS Non-Permanence Risk Report
Template.
Instructions for completing the JNR Non-Permanence Risk
Report:
TITLE PAGE: All items in the box at the bottom of the title
page must be completed using Arial 10pt, black, regular (non-
italic) font. This box must appear on the title page of the final
document. The JNR non-permanence risk report may also
feature the report title and preparer’s name and logo more
prominently on the title page, using the format below (Arial
24pt and Arial 11pt, black, regular font).
JNR NON-PERMANENCE RISK REPORT: Instructions for
completing the JNR non-permanence risk report can be found
under the section headings in this template. All instructions
must be followed. Instructions relate back to the rules and
requirements set out in the JNR Requirements, VCS Standard
and accompanying program documents. As such, this template
must be completed in accordance with such documents, and the
preparer will need to refer to the VCS program documents and
in order to complete the template. It is also expected that
relevant guidance is followed. Note that the instructions in this
template are intended to serve as a guide and do not necessarily
represent an exhaustive list of the information the preparer
should provide under each section of the template.

All sections must be completed using Arial 10pt, black, regular
(non-italic) font. Where a section is not applicable, same must
be stated under the section (the section must not be deleted from
the final document).
This document may be included as an annex to the JNR program
description or JNR monitoring report, as applicable, or provided
as a stand-alone document. Where submitted as an annex, the
cover page may be deleted and where submitting as a stand-
alone document, the cover page must be completed.
Where a jurisdiction is stratified due to different risk profiles,
the whole document must be filled out for each area (either as
separate documents, or by repeating all of the steps/tables).
All instructions, including this introductory text, should be
deleted from the final document.
JNR NON-PERMANENCE RISK REPORT TITLE
Logo (optional)
Document Prepared By (individual or entity)
Jurisdictional REDD+ Program Title
Name of jurisdictional REDD+ program
Version
Version number of this document
Date of Issue
DD-Month-YYYY this version of the document issued
Program ID
VCS project database ID, if registered
Monitoring Period
DD-Month-YYYY to DD-Month-YYYY
Prepared By
Individual or entity that prepared the document

Contact
Physical address, telephone, email, website
Document and substantiate the risk and/or mitigation for each
risk factor applicable to the jurisdictional program. Include any
relevant documentary evidence. Where a risk or mitigation is
not relevant to the jurisdictional program, write “Not
applicable”.
1 POLITICAL AND GOVERNANCE RISK
Political and Governance Risk
Risk Factor
Risk Factor and/or Mitigation Description
Risk Rating
a)
b)
c)
d)
Total Political and Governance Risk (PG) [as applicable, (a + b
+ c + d)]
Total must not be less than zero
2 PROGRAM DESIGN AND STRATEGY
Program Design and Strategy
Risk Factor
Risk Rating
a)

b)
c)
d)
e)
f)
Total Program Design and Strategy (PDS) [as applicable, (a + b
+ c + d + e + f )]
Total must not be less than zero.
3 CARBON RIGHTS AND USE OF CARBON REVENUES
Carbon Rights and Use of Carbon Revenues
Risk Factor
Risk Rating
a)
b)
c)
d)

e)
f)
Total Carbon Rights and Use of Carbon Revenues (CR)
[as applicable, (a + b + c + d + e + f)]
4 FUNDING RISK
Funding Risk
Risk Factor
Risk Rating
a)
b)
c)
d)
e)
Total Funding Risk (FR) [as applicable, (a + b + c + d + e)]

5 NATURAL RISK
Explain the significance and likelihood of combined natural
risks and any mitigation activities implemented.
Natural Risk
Significance
Likelihood
Initial Natural Risk Score
Mitigation
(Initial Natural Risk Score x 20%)
Total Natural Risk (NR)
(Initial Natural Risk Score + Mitigation)6 OVERALL NON-
PERMANENCE RISK RATING AND BUFFER
DETERMINATION
Overall Risk Rating
Risk Category
Rating
Political and Governance Risk (PG)
Program Design and Strategy (PDS)
Carbon Rights and Use of Carbon Revenues (CR)
Funding Risk (FR)
Natural Risk (NR)
Overall Risk Rating [PG + PDS + CR + FR + NR]
Calculation of Total VCUs

Include in this calculation the number of buffer credits to be
deposited in the jurisdictional pooled buffer account based on
the net GHG emission reductions and/or removals. Include the
deductions for the jurisdictional pooled buffer account, to
determine the number of GHG credits eligible to be issued as
VCUs.
v3.0
1
Sheet1Project X Risk RegisterPositive Risk Response
OptionsExploitShareEnhanceAcceptRiskSomething which has
not happened, but mightNegative Risk Response
OptionsAvoidTransferMitigateAcceptIssueSomething which has
already happenedAlternate Response OptionsContingencyNo
longer activeRisk IDDescriptionRisk OwnerRisk TriggerRisk
CategoryProbability (1-3)Impact (1-3)PI ScoreExpected Result,
No ActionRisk Response TypeResponse TriggerResponse
OwnerResponse DescriptionExpected Impact of
ResponseDescription of the riskName of person who monitors
the riskHow you know the risk is becoming an issue or has
reached a point that requires action.Group defines the types of
risks (technology, financial, staffing, etc.)Group sourced rough
estimate of how likely this is to occurGroup sourced rough
estimate of how significant the impact of this risk will be
if/when it becomes an issueProbability multiplied by
ImpactWhat will happen if the risk becomes an issue and no
action is takenDecision made by group on how to respond to
this risk (see above in blue)How do you know it is time to put
the response into playWho is responsible for initiating the
responseWhat is the responseWhat do you expect will result
from the responseEXAMPLEThere is a chance that the project
cost will exceed the amount that the company has budged for
the work.Joe AgileguyIf the expected work remaining will cost

more than $9,000 over budget we will need to seek additional
funding from management. Financial236We will not be able to
secure funding necessary to complete the project. Work may
stop before MVP has been achieved. Product may never get to
market and be deemed a total failure.MitigateWhen estimated
cost for MVP is within 5K of approved project total we will
begin seeking additional funding.Jimmy KanbanMeet with key
stakeholders to review finished product, total spend to date,
work remaining and expected total spend. Ask for additional
funding to complete work.Given that our team has a mostly
stable velocity, a proven ability to meet commitments and
deliver value, we expect the answer to be yes provided the total
amount requests is less than $25K.
COMMUNICATION MANAGEMENT PLAN
9
Communication Management Plan
Student’s Name
Institutional Affiliation
Instructor’s Name
Course Title
Date
Introduction
Communication an integral element of any strategic plan or
project because it helps in improving coordination amongst
stakeholders to ensure that all planned activities are well
addressed. A communication plan is used in different sectors of
the economy to facilitate a smooth running of organizational
activities to aid in achieving organizational goals. Similarly, a
good communication plan helps in proper communication of

health facility policies and plans to all stakeholders in time to
facilitate a smooth running of organizational activities to
accomplish the facility goals. In the health care sector,
communication forms the backbone of all events, as most
operations are coordinated through the timely sharing of
information. As such, this paper seeks to design and discuss the
main components of a communication management plan in a
health care facility. As well, the program will list and describe
the roles of all stakeholders in this project who perform
different functions in the health care facility.
The primary purpose of this communication management plan is
to define and describe the requirement for communication
programs and to set up a communication framework to improve
the level of communication within the health organization. In
addition to determining the roles of all stakeholders, this plan
will provide a guideline for sharing information in a health care
facility more efficiently to enable the management to achieve
their goals. Further, this will describe how stakeholders in a
health facility will be managed to ensure all activities are well
performed correctly. Lastly, this communication management
plan will attend to highlight key are in health care facilities that
should be critically observed to improve communication in a
healthcare organization.
Stakeholders Identification
Key stakeholders of this communication plan will comprise of
the project management team, and sponsors who will work
towards achieving the goals of developing an effective
communication management plan that will help in solving
communication problem will are prevalent in many health
organization. The project manager in this plan will be in-charge
of communicating with all stakeholders to assist in
understanding the preferred frequency and communicating
critical organizational activities. Below are the list and roles of
key stakeholders of this plan:
Name
Title

Contact
Communication
Vehicle
Comments
Tobias John
Executive Director
+ 126-272-7727
All measures are put in place, and needed resources are
adequately supplied.
[email protected]
Maintain goal timing of all activities
Susan Jane
Medical director
+1 202 555 0156
Communication between the department is improving daily
[email protected]
Keep it up
Joel Jones
Project Management Office Director
+449-272-8282
Coordination of activities are done as expected to achieve
project goals
[email protected]
Implementation methods and timing should be improved.
Caleb Maxwell
Business Manager for direct operations (BMDO)
+918-673-2627
Business activities of the facility are well-coordinated, and all
events are done as scheduled to achieve project goals
[email protected]
More forces should be increased in the timing of activities and
Implementation process.
Erick Smith
Project Manager (PM)
+187-338-3638

All project activities are well executed and run as rules are
strictly observed.
[email protected]
Team-work will help us to achieve project goals. Keep it up all.
Carol Mathews
Project Analyst
+187-738-8388
The general coordination within the facility has improved since
the project was launched. The timing of activities is also
advancing.
[email protected]
More emphasis should be put on project timing to ensure all
activities are addressed.
Ian Max
Project Lead
+187-988-3978
The communication process is improving daily as the project
plan is executed. All goals will be achieved.
[email protected]
Implementation methods and timing should be improved. Let
team-work help us achieve this goal.
Stakeholders Analysis
Executive director
The executive director is the driver of the entire project, who
gives directions on how all activities of the facility are well
coordinated. The director is also in charge of approving or
disapproving ineffective plans that cannot help improving
communication and coordination of all activities of the facility.
Being that the executive director coordinates organizational
activities from the executive level, discussions should be
summarized only in cases when the director requests full details
to assess the general coordination within the facility. When
such a request is made, the communication department should
ensure that all required information to assist in making the right
decisions.
Additionally, the executive director will recommend the types

of communication technologies that should be implemented to
improve communication plan within the health facility.
However, the recommendation made must be in line with the
project goals.
Medical director
A medical director in this plan serves in a senior medical officer
who responsible for giving essential directions on how all
organizational activities should be done. In this project, a
medical director will be in charge of coordinating the delivery
of medical equipment, medical care, and clinical services.
Proper organizing should be maintained to facilitate the smooth
running of organization activities.
In addition to coordinating the delivery of medical equipment,
the medical director will also perform other strategic roles such
as:
1. Coordinating and supporting medical personnel education and
benchmarking
2. Supervising medical developments such as designing of
medical protocols to help in organizing and running all
organizational activities.
3. Coordinating and managing strategic development to aim at
improving service delivery within the facility.
The PMO Director will administer the progress of the project at
procedural levels and coordinating the effective sharing of
information to all organizational units to enhance services
delivered to patients. The director in this office will perform the
following roles:
1. In-charge of all program costing to ensure that all projects
are well and timely funded.
2. Schedule all projects and plans to achieve to improve
communication within the facility.
3. The PMO Director will coordinate with the project manager
to improve knowledge and information sharing within the
facility.

Business Manager for direct operations (BMDO)
The BMDO will perform a variety of activities to ensure that all
organization operations are well coordinated to achieve
organizational goals. Some of the main events that the Business
Manager for direct services will engage in include the
following:
1. Budgeting for development and management activities to
ensure that all organizational activities are well funded.
2. Managing fund flow and resources allocation to ensure that
all project is fully funded
3. Value-Based payment transition
4. Care program management.
5. Resources management and reviews to ensure that available
resources are shared equally with different departments
The project management is mandated to coordinate and execute
all activities to improve communication within the facility. The
project manager is the primary driver of all events that aim at
improving communication follow within the facility. Therefore,
the PM will perform the following roles:
1. Coordinates support and participate in report project
designing and planning.
2. Identify and respond to milestones encountered during
project implementation
3. Define possible risks and challenges that might be faced
when implementing a strategic plan.
4. Coordinate and manage daily activities to ensure that all
activities are well addressed to achieve project goals.
5. Define project plans and match them with progress to assess
whether it is possible to achieve project goals.
Project Analyst
A project analyst in this project will be the evaluator and will
be responsible for relating project goals verse against
achievement made. Also, the project analyst will be responsible
for preparing and presenting project progress to project lead and
project manager for recommendations. Doing so helps in

correcting key areas that need changes before completion of the
project.
Project Lead
A project lead, in this case, performs the role of advising all
stakeholders through providing useful information, direction,
and guidelines on how various activities coordinated to assist in
achieving project goals. Besides, a project lead will also review
and make recommendations on the final project draft on whether
the purposes of the project have been met. Further, a project
lead will decide on which type of information to disseminate
among stakeholders to help in improving communication within
the company, which is the key goal of the project.
Communications Matrix
In this project, communication plays an integral role in
increasing the chance to achieve the project goals. As such, a
specific mode of communication will be adopted to improve the
level of coordination and sharing of relevant information among
all stakeholders of this project. Determination of the most
appropriate technology to used and available technologies is a
vital activity that will determine if the goals of the project will
be achieved.
In the process of working towards achieving the project goals,
the project manager will give direction on the type of
communication that should be used will the facility to improve
coordination and smooth running of organizational activities.
During the project implementation process, various
communication methods will be used to increase the chances of
achieving the goals of the project. Some of the ways that will be
used include Webex, Teleconferencing, and Dropbox, Social
media, cell phone, and SharePoint.
Even though the Performance Logic (PL) is a refined project
management tool, it will be used to help in the monitoring
project process, disseminate relevant information, and
communicating project status to assist in improving the chances
of achieving project goals. Besides, the effectiveness of the

project process will be maintained by encouraging performing
activities promptly.
Project Management Office Director should encourage the use
of SharePoint to provide constant updates about the progress
and how to conduct and project communication. Also, the
project manager will ensure that the method used for
communication used is appropriate and can help in achieving
the expected goals.
Communications Matrix
Vehicle
Target
Description
Purpose
Frequency
Owner
Distribution
Vehicle
Internal/
External
Comments
Starting the meeting
All stakeholders of the project
The primary purpose of this start meeting is to plan how all
project activities will be coordinated. Secondly, the most
appropriate communication method to recommend for the
facility will be discussed to ensure that the chosen method is
the best.
During this meeting, stakeholder opinions will be collected to
help to establish a road map for performing different activities
to achieve project goals.
Once at the beginning through Face-to-face for the first
meeting
Erick Smith- Project manager
[email protected]
Internal
The meeting will be well-coordinated

First project report
Tobias John -Executive Director
Susan Jane- Medical director
Joel Jones-Project Management Office Director
Caleb Maxwell- Business Manager for direct operations
(BMDO)
Erick Smith-Project Manager (PM)
Carol Mathews-Project Analyst
Ian Max -Project Lead
The second meeting will involve sharing the first experiences
encountered at the begging of implementing strategic plans.
Since the conference will be after the first week of achieving
the project goals, it will be held online chaired by Ian Max -
Project Lead assisted by Erick Smith – Project Manager
Weekly through SharePoint, Webex, Teleconferencing, and
Dropbox, Social media, and cell phone
(BMDO)
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Internal
The first presentation will be launched to assess the progress of
the project and whether the facility is suitable for the projected
plans.

Project Meetings
Vehicle
Target
Description
Purpose
Frequency
Owner
Distribution
Vehicle
Internal/
External
Comments
First project report
(BMDO)
The second meeting will face to face attended by a few key
stakeholders, but the meeting progress will be aired to other
stakeholders.
During this meeting, stakeholders present will discuss how
issues during the first phase of implementation can be
eliminated.
The second meeting will also involve assessing the progress of
the project and whether the methods used can make the project
successful
Weekly through Face to face
(BMDO)

[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Internal
.The second assessment meeting will be successful because few
and organize stakeholders will be present.
Crisis meeting
A crisis meeting will be attended by key stakeholders to discuss
possible methods or ways of correcting problems faced after the
first implementation process.
Weekly through Face to face
Phonecall
[email protected]
[email protected]
[email protected]
[email protected]
Internal
A crisis meeting will be successful because few and organize
stakeholders will be present.

Project Reporting
Vehicle
Target
Description
Purpose
Frequency
Owner
Distribution
Vehicle
Internal/
External
Comments
The final meeting
(BMDO)
This will be the final presentation meeting where stakeholders
who are coordinating various activities of the project will have
face to face meetings. During this meeting, the following
actions will take place:
Project analysts will report about the general achievement or
improvements that have been made in terms of improving
Business Manager for direct operations (BMDO) will give
financial records on how finances were utilized during project
implementation periods.
The project manager will identify achievements made, give
comments about the entire project implementation process.
Lastly, the project lead will make a general review of the
project implementation process and
Face to face meeting

(BMDO)
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Internal
Report presentation process will be conducted systematically
Other Communication Vehicles
Vehicle
Description
Purpose
Frequency
Owner
Internal/
External
Comments/
Distribution List

Project recommendations
Appropriate recommendations will be combined by the project
manager with the help of other key stakeholders to give
direction on how to implement a similar project successfully.
Proposals to be made will cover areas such as project timing,
communication, the cooperation of external stakeholders, and
reaction to issues.
Once at the end of project implementation.
Internal
Project recommendations should be made based on the outcome
of the project.
Measures to be taken in the future should be proposed based on
the findings from the project.
Emergencies should be handled as they arise during project
implementation.
Communication Management Plan Approval
This section of the plan will be the approval area, which shows
vital stakeholders' declaration that they have reviewed and
approved the communication plan for implementation. The
following are the key stakeholder who will review and approved
the Healthcare Communication Management Plan
Signature
Tobias John
Date:
29/03/2020
Print Name:
Tobias John
Title:
Executive Director

Role:
The driver of the entire project gives directions on how all
activities of the facility are well coordinated.
Signature
Erick Smith
Date:
29/03/2020
Print Name:
Erick Smith
Title:
Role:
1. Coordinates support and participate in report project
designing and planning.
2. Identify and respond to milestones encountered during
project implementation
3. Define possible risks and challenges that might be faced
when implementing a strategic plan.
Signature
Joel Jones
Date:
29/03/2020
Print Name:
Joel Jones
Title:

Role:
1. Schedule all projects and plans to achieve to improve
2. The PMO Director will coordinate with the project manager
to enhance knowledge and information sharing within the
facility.
Signature
Ian Max
Date:
29/03/2020
Print Name:
Ian Max
Title:
Project Lead
Role:
Advising all stakeholders by providing useful information,
direction, and guidelines on how various activities coordinated
to assist in achieving project goals.
Signature
Carol Mathews
Date:
29/03/2020
Print Name:
Carol Mathews

Title:
Project Analyst
Role:
Responsible for preparing and presenting project progress to
project lead and project manager for recommendations.
APPENDIX: REFERENCES
Document Name and Version
Description
Location
GreyCampus (2019)
Training for Professional Certifications.
https://www.greycampus.com/opencampus/project-management-
professional/communication-management-plan
Centers for Disease Control and Prevention. (2019)
Communications. Centers for Disease Control and Prevention
https://www.cdc.gov/workplacehealthpromotion/planning/comm
unications.html
Communication Escalation Process
Efficient and time management of different activities play
significant roles in facilitating the smooth running of events in
this project. As such, it imperative to ensure that all
discrepancies identified during project implementation are
resolved immediately or promptly using the most appropriate
methods to achieve project goals. As well, schedules for
activities should be managed appropriately to give each event or
plan enough time for implementation and evaluation. The table
below provides critical terms used in this plan:
Term
Definition
Discrepancies
These are differences that might be encountered when the actual

target of the project is not met. It is obtained by comparing the
goals of the project against the actual outcomes.
Disseminate
This means sharing of information to improve coordination
between two or more persons
Priority 1
Priority one will be given to issues that require special attention
due to adverse effects they can cause if not addressed promptly.

JNR NON-PERMANENCE RISK REPORT VCS Version 3VCS JNR Non-Per.docx

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