Presentation on Incorporating DRR issues into the WASH program of the Governm...Shakeb Nabi
This is a study conducted by NARRI (National Alliance for Risk Reduction and Response Initiatives to assess the current WASH program of the Government of Bangladesh and how Disaster Risk Reduction can be incorporated into the same.
The project is being funded by European Commission Humanitarian Aid and Civil Protection. For further information please contact Shakeb Nabi (nabi.shakeb@gmail.com). Please also visit our website www.narri-bd.org
we also post lots of interesting stuffs on DRR on our facebook (NARRI Bangladesh). We encourage you to become member of the same
Strategies for tackling differences: Learning from evaluability assessments o...Fbertrand
The Treasury Board of Canada now requires full evaluation coverage for government spending. As a result, federal evaluation plans increasingly include evaluations of program activity architecture components comprising a wide range of activities beyond the individual program level. In the absence of pre-existing program theory and common performance frameworks, these broad evaluations pose significant challenges during evaluation design (i.e., linking outcomes across activities, initiatives, programs and organizations). This approach also has implications for data collection, as differences need to be identified, quantified and qualified across varied and often heterogeneous stakeholder groups. New strategies must be developed to address these challenges at the evaluation planning and assessment stages, particularly to ensure that stakeholders are effectively identified and engaged in the process. The presentation will illustrate the lessons learned from recent evaluability assessments of two horizontal initiatives and discuss how this experience informed the evaluation of program activity architecture components.
"The JSR Experience and Scaling Up in East and Central Africa" presented by Joseph Karugia, ReSAKSS East and Central Africa Coordinator, International Livestock Research Institute (ILRI), Kenya, at 2014 ReSAKSS Annual Conference, Addis Ababa, Ethiopia, October 8-10 2014
Progress towards Results: Overall Performance Study of the GEF (IWC5 Presenta...Iwl Pcu
Aaron Zazueta, GEF Evaluation Office
Presentation given during the 5th GEF Biennial International Waters Conference in Cairns, Australia during the results-based management session.
Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
Presentation on Incorporating DRR issues into the WASH program of the Governm...Shakeb Nabi
This is a study conducted by NARRI (National Alliance for Risk Reduction and Response Initiatives to assess the current WASH program of the Government of Bangladesh and how Disaster Risk Reduction can be incorporated into the same.
The project is being funded by European Commission Humanitarian Aid and Civil Protection. For further information please contact Shakeb Nabi (nabi.shakeb@gmail.com). Please also visit our website www.narri-bd.org
we also post lots of interesting stuffs on DRR on our facebook (NARRI Bangladesh). We encourage you to become member of the same
Strategies for tackling differences: Learning from evaluability assessments o...Fbertrand
The Treasury Board of Canada now requires full evaluation coverage for government spending. As a result, federal evaluation plans increasingly include evaluations of program activity architecture components comprising a wide range of activities beyond the individual program level. In the absence of pre-existing program theory and common performance frameworks, these broad evaluations pose significant challenges during evaluation design (i.e., linking outcomes across activities, initiatives, programs and organizations). This approach also has implications for data collection, as differences need to be identified, quantified and qualified across varied and often heterogeneous stakeholder groups. New strategies must be developed to address these challenges at the evaluation planning and assessment stages, particularly to ensure that stakeholders are effectively identified and engaged in the process. The presentation will illustrate the lessons learned from recent evaluability assessments of two horizontal initiatives and discuss how this experience informed the evaluation of program activity architecture components.
"The JSR Experience and Scaling Up in East and Central Africa" presented by Joseph Karugia, ReSAKSS East and Central Africa Coordinator, International Livestock Research Institute (ILRI), Kenya, at 2014 ReSAKSS Annual Conference, Addis Ababa, Ethiopia, October 8-10 2014
Progress towards Results: Overall Performance Study of the GEF (IWC5 Presenta...Iwl Pcu
Aaron Zazueta, GEF Evaluation Office
Presentation given during the 5th GEF Biennial International Waters Conference in Cairns, Australia during the results-based management session.
Gaps/needs assessment is an investigative process with the purpose of connecting an organization's performance problems or opportunities for performance improvement to specific human performance interventions
Science Forum 2013 (www.scienceforum13.org)
Plenary session: Evaluating nutrition and health outcomes of agriculture
Matin Qaim, University of Gottingen, main presentation
Project and Portfolio Management in a Federated Governance ModelUMT
This paper describes an approach for managing budgets of complex organizations using a methodology and tools that enable prioritization and optimization of projects and programs at the corporate and division levels.
Corporate Chief Information Officers (CCIO) of large organizations often oversee technology investment programs across multiple global business and functional units. They depend on complex layers of reporting relationships (technology, operations and business managers responsible for projects and financials day-to-day within a business, geographic or product area). In the case described below business unit CIO’s (BCIO’s) are the CCIO‘s representatives within each line of business; they make the complex task of technology management possible.
Opportunity analysis under strategic program management second editionBob Prieto
Strategic Program Management is about meeting the challenges of scale and complexity but also about capturing the opportunities of leverage. Every major program as well as the projects that comprise it is the subject of a detailed and rigorous risk analysis. This is not only appropriate but also necessary. But in order to capture the full value inherent in large programs, the program management consultant or PMC must be seeking out opportunities in a proactive and ongoing manner.
The PMC’s opportunity analysis is best constructed within a framework that ensures a comprehensive view of all aspects of the program. Unlike various risk frameworks and categorizations that exist, there is no comparable opportunity framework for program management in the engineering and construction industry. This paper outlines one possible framework
ISPE guidelines - checklist for Project Managers to submit the Business case and feasibility. Really useful.
Mainly for the construction of Pharmaceutical facility, one must try to furnish these information before getting ahead
Six Data Architecture and IT Infrastructure Governance Mandates for Multinati...Cognizant
Banking and financial services institutions operating in multiple countries and executing digital transformation programs can leverage the principles of BCBS 239 to standardize and stabilize their IT infrastructure and related data architecture processes to realize digital business value across their geographic footprint.
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
Project Server in the Oil and Gas Industry - Enabling Technologies Best Pract...EPC Group
EPC Group's - Project Server in the Oil and Gas Industry - Enabling Technologies Best Practices - Covering EPC Group's Project Server Implementation Strategies
Using the Analytic Hierarchy Process (AHP) to Select and Prioritize Project...Ricardo Viana Vargas
The objective of this paper is to present, discuss and apply the principles and techniques of the Analytic Hierarchy Process (AHP) in the prioritization and selection of projects in a portfolio. AHP is one of the main mathematical models currently available to support the decision theory.
Earliest Galaxies in the JADES Origins Field: Luminosity Function and Cosmic ...Sérgio Sacani
We characterize the earliest galaxy population in the JADES Origins Field (JOF), the deepest
imaging field observed with JWST. We make use of the ancillary Hubble optical images (5 filters
spanning 0.4−0.9µm) and novel JWST images with 14 filters spanning 0.8−5µm, including 7 mediumband filters, and reaching total exposure times of up to 46 hours per filter. We combine all our data
at > 2.3µm to construct an ultradeep image, reaching as deep as ≈ 31.4 AB mag in the stack and
30.3-31.0 AB mag (5σ, r = 0.1” circular aperture) in individual filters. We measure photometric
redshifts and use robust selection criteria to identify a sample of eight galaxy candidates at redshifts
z = 11.5 − 15. These objects show compact half-light radii of R1/2 ∼ 50 − 200pc, stellar masses of
M⋆ ∼ 107−108M⊙, and star-formation rates of SFR ∼ 0.1−1 M⊙ yr−1
. Our search finds no candidates
at 15 < z < 20, placing upper limits at these redshifts. We develop a forward modeling approach to
infer the properties of the evolving luminosity function without binning in redshift or luminosity that
marginalizes over the photometric redshift uncertainty of our candidate galaxies and incorporates the
impact of non-detections. We find a z = 12 luminosity function in good agreement with prior results,
and that the luminosity function normalization and UV luminosity density decline by a factor of ∼ 2.5
from z = 12 to z = 14. We discuss the possible implications of our results in the context of theoretical
models for evolution of the dark matter halo mass function.
This presentation explores a brief idea about the structural and functional attributes of nucleotides, the structure and function of genetic materials along with the impact of UV rays and pH upon them.
Deep Behavioral Phenotyping in Systems Neuroscience for Functional Atlasing a...Ana Luísa Pinho
Functional Magnetic Resonance Imaging (fMRI) provides means to characterize brain activations in response to behavior. However, cognitive neuroscience has been limited to group-level effects referring to the performance of specific tasks. To obtain the functional profile of elementary cognitive mechanisms, the combination of brain responses to many tasks is required. Yet, to date, both structural atlases and parcellation-based activations do not fully account for cognitive function and still present several limitations. Further, they do not adapt overall to individual characteristics. In this talk, I will give an account of deep-behavioral phenotyping strategies, namely data-driven methods in large task-fMRI datasets, to optimize functional brain-data collection and improve inference of effects-of-interest related to mental processes. Key to this approach is the employment of fast multi-functional paradigms rich on features that can be well parametrized and, consequently, facilitate the creation of psycho-physiological constructs to be modelled with imaging data. Particular emphasis will be given to music stimuli when studying high-order cognitive mechanisms, due to their ecological nature and quality to enable complex behavior compounded by discrete entities. I will also discuss how deep-behavioral phenotyping and individualized models applied to neuroimaging data can better account for the subject-specific organization of domain-general cognitive systems in the human brain. Finally, the accumulation of functional brain signatures brings the possibility to clarify relationships among tasks and create a univocal link between brain systems and mental functions through: (1) the development of ontologies proposing an organization of cognitive processes; and (2) brain-network taxonomies describing functional specialization. To this end, tools to improve commensurability in cognitive science are necessary, such as public repositories, ontology-based platforms and automated meta-analysis tools. I will thus discuss some brain-atlasing resources currently under development, and their applicability in cognitive as well as clinical neuroscience.
Phenomics assisted breeding in crop improvementIshaGoswami9
As the population is increasing and will reach about 9 billion upto 2050. Also due to climate change, it is difficult to meet the food requirement of such a large population. Facing the challenges presented by resource shortages, climate
change, and increasing global population, crop yield and quality need to be improved in a sustainable way over the coming decades. Genetic improvement by breeding is the best way to increase crop productivity. With the rapid progression of functional
genomics, an increasing number of crop genomes have been sequenced and dozens of genes influencing key agronomic traits have been identified. However, current genome sequence information has not been adequately exploited for understanding
the complex characteristics of multiple gene, owing to a lack of crop phenotypic data. Efficient, automatic, and accurate technologies and platforms that can capture phenotypic data that can
be linked to genomics information for crop improvement at all growth stages have become as important as genotyping. Thus,
high-throughput phenotyping has become the major bottleneck restricting crop breeding. Plant phenomics has been defined as the high-throughput, accurate acquisition and analysis of multi-dimensional phenotypes
during crop growing stages at the organism level, including the cell, tissue, organ, individual plant, plot, and field levels. With the rapid development of novel sensors, imaging technology,
and analysis methods, numerous infrastructure platforms have been developed for phenotyping.
Nutraceutical market, scope and growth: Herbal drug technologyLokesh Patil
As consumer awareness of health and wellness rises, the nutraceutical market—which includes goods like functional meals, drinks, and dietary supplements that provide health advantages beyond basic nutrition—is growing significantly. As healthcare expenses rise, the population ages, and people want natural and preventative health solutions more and more, this industry is increasing quickly. Further driving market expansion are product formulation innovations and the use of cutting-edge technology for customized nutrition. With its worldwide reach, the nutraceutical industry is expected to keep growing and provide significant chances for research and investment in a number of categories, including vitamins, minerals, probiotics, and herbal supplements.
What is greenhouse gasses and how many gasses are there to affect the Earth.moosaasad1975
What are greenhouse gasses how they affect the earth and its environment what is the future of the environment and earth how the weather and the climate effects.
Seminar of U.V. Spectroscopy by SAMIR PANDASAMIR PANDA
Spectroscopy is a branch of science dealing the study of interaction of electromagnetic radiation with matter.
Ultraviolet-visible spectroscopy refers to absorption spectroscopy or reflect spectroscopy in the UV-VIS spectral region.
Ultraviolet-visible spectroscopy is an analytical method that can measure the amount of light received by the analyte.
Professional air quality monitoring systems provide immediate, on-site data for analysis, compliance, and decision-making.
Monitor common gases, weather parameters, particulates.
DERIVATION OF MODIFIED BERNOULLI EQUATION WITH VISCOUS EFFECTS AND TERMINAL V...Wasswaderrick3
In this book, we use conservation of energy techniques on a fluid element to derive the Modified Bernoulli equation of flow with viscous or friction effects. We derive the general equation of flow/ velocity and then from this we derive the Pouiselle flow equation, the transition flow equation and the turbulent flow equation. In the situations where there are no viscous effects , the equation reduces to the Bernoulli equation. From experimental results, we are able to include other terms in the Bernoulli equation. We also look at cases where pressure gradients exist. We use the Modified Bernoulli equation to derive equations of flow rate for pipes of different cross sectional areas connected together. We also extend our techniques of energy conservation to a sphere falling in a viscous medium under the effect of gravity. We demonstrate Stokes equation of terminal velocity and turbulent flow equation. We look at a way of calculating the time taken for a body to fall in a viscous medium. We also look at the general equation of terminal velocity.
Richard's aventures in two entangled wonderlandsRichard Gill
Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
Peter Gardiner Prioritization at the CGIAR System level
1. 14th Meeting of the Independent Science
& Partnership Council (ISPC)
12-16 September 2016
ICRISAT, Hyderabad, Patencheru, India
Contribution to Agenda Item 5.
Panel discussion: Prioritization at the CGIAR System Level – principles for choosing criteria for
prioritization and the ISPC role in building an effective system for prioritization at the system
level.
Peter Gardiner
System Management Office
Montpellier, France.
2. On Vision, strategic direction and advocacy -
Article 8.1 a) recommend a process for, and oversee development of,
each CGIAR Strategy and Results Framework for approval by the System
Council that reflects knowledge form the CGIAR System, involves
participatory processes of national, regional and global partners, and
includes relevant inputs from Center’s corporate and strategic planning
exercises.
Article 8.1 b) contribute to foresight activities led by ISPC on ongoing
trends and risks in science and in the field of agricultural research for
development. Such foresight shall include inputs from Center-conducted
foresight activities, program studies and knowledge of new science and
regional developments
Amongst the functions given to the System
Management Board in the Charter of the CGIAR
System Organization, July 2016 are:
3. On Financial and programmatic performance -
Article 8.1 u) develop a process for and guidance on the CGIAR Portfolio
proposal development, in consultation with ISPC and Centers
Article 8.1 aa) develop, taking into account the advice of ISPC and input from
Centers, a proposal for guidelines and criteria for prioritization and annual
allocation of Unrestricted Funding across the CGIAR portfolio, based on
strategic priorities and performance.
Article 8.1 hh) lead a consultative process with the ISPC and other System
entities for the development of an integrated framework for a performance
management system for CGIAR research that provides feedback on progress
and results and contributes to decisions on the allocation of resources.
2
Amongst the functions given to the System
Management Office in the Charter of the CGIAR
System Organization, July 2016 are:
4. There are many other SMB/SMO functions which depend upon
an implicit or explicit understanding of the priorities of the
CGIAR at the system level.
Doesn’t the SRF provide CGIAR priorities? System Level
Outcomes? Development outcome targets? Sub-IDOs?
By the end of the year we expect to have a portfolio of
programs with program activities and a budget for 2017 and a
budget envelope through 2022?
What then is prioritization?
3
Questions for Portfolio-level prioritization for
CRP2: What have we been doing for the last two
years?
6. Distribution of proposed CRP2 investments
by IDO
This excludes investments in platforms (~265M) and Management and
support costs (~180M).
7. Distribution of proposed CRP2 investments
by sub-IDO
This excludes investments in platforms (~265) and Management and support
costs (~180M).
8. Distribution of proposed investments in
IDOs as proposed by CRPs
This excludes investments in platforms (~265M) and Management and
support costs (~180M).
9. Level of prioritization of the uses of W1+2
funding
How CRPs chose to prioritize the uses of W1+2 funding does not always
translate in a clear prioritization across IDOs or targets
10. Questions for Portfolio-level prioritization
for CRP2: What is envisioned?
Confirmation of the 2017 portfolio
Adjusting the balance of the portfolio with time on the basis of performance and learning
(performance based management: reward expectation of results, cut back poor projects).
Increasing/decreasing the intensity of funding in a strategic fashion (CRPs or FPs or platforms
or groupings) against most desired outcomes ($$$, fund availability, uplift budgets – may be
related to quality of scientific effort, but the choice might not be directly congruent with
outcome delivery in difficult areas e.g. awarding funding to bottleneck FPs)
Could also include changing or favouring the means/pathways through which the CGIAR
addresses any of its higher level goals (comparative program evaluations, hypothesis testing,
feasibility of ToCs and partner delivery etc.).
Introducing/balancing new program activities to meet emerging needs (foresight, funder
expectation, balancing ex ante feasibility and the cost expectation of new against continuing
activities, calls for proposals, new FPs rather than whole programs, move others out of the
portfolio for bilateral uptake?)
[Article 8.1 aa) says that both results based allocation and strategic adjustment may occur, but
they are not the same]
11. Questions for Portfolio-level prioritization
for CRP2: Dependent on level
Managers or decision makers want to invest in activities that, all combined
(portfolio effect), will lead to the greatest impact at the lowest cost, in the
shortest timeframe possible and with the lowest possible risk.
However:
How can donors get a handle on how to prioritize funding at the portfolio
level? This is a decision-making problem. There are two axes for allocating
funding: a) across CRPs (or lower, such as FP or platform module) and b) over
time.
Where do we draw the information from to make decisions and do we ask
portfolio-wide questions or do we invest in data around specific activities or
functions? Here, there are foresight and performance dimensions.
How can CGIAR Leaders create a culture of prioritization at all levels of CRP2
(flagships, cluster of activities, etc.)? This is a change management problem.
12. Questions for Portfolio-level prioritization
for CRP2: Tradeoffs
Are there tradeoffs to be made at the portfolio level?
If the answer is no, then flagships can be ranked independently
of each other. Then donors can see which flagships get funded
or not within each CRP based on how much funding they
decide to allocate to this CRP.
If the answer is yes, then flagships need to be ranked together,
in one big list.
However, more likely that flagships are inter-dependent and
then they would need to be prioritized in groups.
13. Questions for Portfolio-level prioritization for
CRP2: what criteria for ranking investments?
Some broad categories of criteria include:
• Strategic alignment: which project (or projects combined) will deliver the greatest contribution to
the targets and IDOs in the countries targeted?
• Time to results: which project (or projects combined) has the promise to get to results the fastest?
• Risk: which project (or projects combined) have the lowest risk in technical feasibility? Which
project (or projects combined) have the lowest risk of suffering from a funding gap?
• Cost: which project (or projects combined) leverage best the CGIAR resources in terms of staff,
facilities and other key cost drivers?
• Complexity: which projects are the hardest to setup? Which projects are the furthest from the
organization’s core competencies?
• Project performance: which projects have the highest likelihood to deliver against their aspirational
goals?
14. Top 40 flagships with a 2017-2022 Cumulative
funding gap greater than 35M (median = 52M).
The flagships with the largest funding gaps may be at risk.
15. Complementary considerations
Once these criteria are identified, a weight for their relative
importance could be assigned if we wanted to calculate a score
for each investment.
Another way to rank projects is to ask the question “What projects need to
be abandoned if the CGIAR receives 20% less unrestricted funding, while
maintaining the portfolio’s overall contributions to the CGIAR goals?”
Then do the targets have to be redesigned or lowered – and is that part of
prioritization too?
Particular consideration might be maintaining not FP outcomes per se but
more system-level cross cutting values: gender, or greater impact through
site integration (more or less country focus)
14
16. Questions for Portfolio-level prioritization for
CRP2: How do we organize the process(es)?
What process will be setup to conduct this prioritization exercise?
What will be ranked (for e.g. all flagships together, all flagships within individual CRPs)? Who
will determine the ranking criteria (and weight if scoring)? Who will rank the investments?
What is the nature of the decisions to be made? Will the System Council make the
portfolio-level prioritization decisions, or will it only incentivize CRP leaders to make good
prioritization at the portfolio level? Etc.
What are the roles of each stakeholders in these decisions? (System Council, System
Management Office, ISPC, CRP leaders, DGs, etc.). For example, shall we assume that good
CRP leaders will prioritize their investments well within their own CRP but not well across
the CRPs? The iteration of perspectives from strategic foresight and performance measures
are clearly required to provide comprehensive advice to funders.
What is the frequency of “prioritization” – and does this differ from recommending an
annual budget allocation across the portfolio?
What resources are needed to conduct this exercise?