The document provides terms of reference for a Panel of Experts to support the Programme for Infrastructure Development in Africa (PIDA). The Panel will consist of 7 experts in areas such as regional integration, infrastructure sectors, public-private partnerships, and institutions. It will provide advisory input to shape PIDA's vision, strategic framework, and implementation strategy. The Panel will also conduct peer reviews of consultant outputs and participate in workshops. Individual experts will work as a team led by a development economist. The Panel will meet formally under the African Development Bank to discuss its work and provide independent perspectives to inform PIDA's development.
The document describes the dissemination and implementation plan for the SDI-EDU project. The plan outlines target groups including spatial planners and architects. It details a communication strategy involving a project website, workshops, publications, and networking. Key dissemination tools are listed such as the project website, geoportal, press releases, and branding guidelines. Milestones include partner meetings and conferences to disseminate results.
The document provides an evaluation of UNDP's country programme in Croatia from 2007-2011/2013. It summarizes the scope, methodology, conclusions and recommendations of the assessment. The evaluation examined UNDP's contribution to development results and strategic position in Croatia. It found that UNDP established a relevant foundation, though effectiveness and sustainability varied between portfolios. It provided several recommendations, including transitioning activities by 2013 and strengthening monitoring, capacity building and sustainability of results.
Fostering solar technology in the Mediterranean area - Communication PlanFOSTEr in MED
The communication plan outlines strategies for promoting the FOSTEr in MED project, which aims to foster solar technology adoption in the Mediterranean region. Key actions include developing a graphic identity, launching a project website, producing promotional materials, organizing conferences, utilizing media and social media, and publishing a monthly newsletter. The plan coordinates internal communication between partners and ensures external stakeholders are informed of project activities, opportunities, and results throughout its duration from 2013-2015.
Progress international guidelines for industrial parksFasika Alemu
UNIDO has established a Cross-Divisional Taskforce to consolidate knowledge on industrial parks and prepare integrated industrial park guidelines. The Taskforce has drafted an 85-page preliminary version of the guidelines covering 9 sections. It provides step-by-step advice on industrial park planning, setup, and operation. The draft will be distributed for review in January 2019 and validated with development finance institutions and partners to ensure implementation and acceptance. The finalized guidelines and country-specific studies on China, Peru, and Ethiopia will then be launched, published, and disseminated to key stakeholders.
Guidelines for conducting development cooperation projects of sylSYL
The document provides guidelines for conducting development cooperation projects between the National Union of University Students in Finland (SYL) and its partner organizations. It outlines the project cycle, including choosing partners, planning projects, funding decisions, implementation, yearly follow-up, and evaluation. The goal is to improve reporting, enhance continuity of work, and ensure transparency between SYL and partner organizations, which receive most funding from Finland's Ministry of Foreign Affairs.
The document outlines the communication strategy for the Northern Periphery and Arctic Programme 2014-2020. The strategy has the following key objectives:
1) Raise awareness of the programme, its objectives, funding opportunities, and project outputs to support high quality applications and achieving tangible results.
2) Engage stakeholders and the public to facilitate cooperation and disseminate results.
3) Coordinate communication with other programmes operating in the region.
The main target audiences are potential applicants, funded projects, programme bodies, end users, influencers, and other programmes. The strategy will utilize tactics like stakeholder consultation and tailored messaging through various channels to maximize efficient communication given limited resources.
The document summarizes an information meeting for the SOR4D programme. It provides details on the programme goals, objectives, budget, eligibility, evaluation process, and management. The programme aims to fund transdisciplinary research projects through international partnerships to generate knowledge for sustainable development and poverty reduction. Up to 20 projects with budgets between CHF 500,000-1,000,000 will be selected through a competitive process and evaluated based on scientific and development criteria.
The document provides terms of reference for a Panel of Experts to support the Programme for Infrastructure Development in Africa (PIDA). The Panel will consist of 7 experts in areas such as regional integration, infrastructure sectors, public-private partnerships, and institutions. It will provide advisory input to shape PIDA's vision, strategic framework, and implementation strategy. The Panel will also conduct peer reviews of consultant outputs and participate in workshops. Individual experts will work as a team led by a development economist. The Panel will meet formally under the African Development Bank to discuss its work and provide independent perspectives to inform PIDA's development.
The document describes the dissemination and implementation plan for the SDI-EDU project. The plan outlines target groups including spatial planners and architects. It details a communication strategy involving a project website, workshops, publications, and networking. Key dissemination tools are listed such as the project website, geoportal, press releases, and branding guidelines. Milestones include partner meetings and conferences to disseminate results.
The document provides an evaluation of UNDP's country programme in Croatia from 2007-2011/2013. It summarizes the scope, methodology, conclusions and recommendations of the assessment. The evaluation examined UNDP's contribution to development results and strategic position in Croatia. It found that UNDP established a relevant foundation, though effectiveness and sustainability varied between portfolios. It provided several recommendations, including transitioning activities by 2013 and strengthening monitoring, capacity building and sustainability of results.
Fostering solar technology in the Mediterranean area - Communication PlanFOSTEr in MED
The communication plan outlines strategies for promoting the FOSTEr in MED project, which aims to foster solar technology adoption in the Mediterranean region. Key actions include developing a graphic identity, launching a project website, producing promotional materials, organizing conferences, utilizing media and social media, and publishing a monthly newsletter. The plan coordinates internal communication between partners and ensures external stakeholders are informed of project activities, opportunities, and results throughout its duration from 2013-2015.
Progress international guidelines for industrial parksFasika Alemu
UNIDO has established a Cross-Divisional Taskforce to consolidate knowledge on industrial parks and prepare integrated industrial park guidelines. The Taskforce has drafted an 85-page preliminary version of the guidelines covering 9 sections. It provides step-by-step advice on industrial park planning, setup, and operation. The draft will be distributed for review in January 2019 and validated with development finance institutions and partners to ensure implementation and acceptance. The finalized guidelines and country-specific studies on China, Peru, and Ethiopia will then be launched, published, and disseminated to key stakeholders.
Guidelines for conducting development cooperation projects of sylSYL
The document provides guidelines for conducting development cooperation projects between the National Union of University Students in Finland (SYL) and its partner organizations. It outlines the project cycle, including choosing partners, planning projects, funding decisions, implementation, yearly follow-up, and evaluation. The goal is to improve reporting, enhance continuity of work, and ensure transparency between SYL and partner organizations, which receive most funding from Finland's Ministry of Foreign Affairs.
The document outlines the communication strategy for the Northern Periphery and Arctic Programme 2014-2020. The strategy has the following key objectives:
1) Raise awareness of the programme, its objectives, funding opportunities, and project outputs to support high quality applications and achieving tangible results.
2) Engage stakeholders and the public to facilitate cooperation and disseminate results.
3) Coordinate communication with other programmes operating in the region.
The main target audiences are potential applicants, funded projects, programme bodies, end users, influencers, and other programmes. The strategy will utilize tactics like stakeholder consultation and tailored messaging through various channels to maximize efficient communication given limited resources.
The document summarizes an information meeting for the SOR4D programme. It provides details on the programme goals, objectives, budget, eligibility, evaluation process, and management. The programme aims to fund transdisciplinary research projects through international partnerships to generate knowledge for sustainable development and poverty reduction. Up to 20 projects with budgets between CHF 500,000-1,000,000 will be selected through a competitive process and evaluated based on scientific and development criteria.
The document provides a starting report for the Iktimed project which aims to improve open innovation between research institutions, businesses, and public policymakers in regions of southern Europe and the Mediterranean area by establishing collaboration systems and knowledge communities. It outlines the background and goals of the project, describes the main problems it seeks to address, and provides details on the project structure, management, components, and operational plan.
This document provides guidance for completing a project proposal format for the UNDP ACT Project. It outlines the various sections of the proposal including the legal status, total project cost, situation analysis, project summary, outcomes, outputs, activities, organizational capacity, partnerships, communications, monitoring and evaluation, sustainability, inclusion of gender and human rights considerations, annexes for technical details, budget, timeframe, and publications. Applicants are provided notes on what to include in each section to clearly describe the project goals, implementation plan, and evaluation approach for consideration for UNDP ACT funding.
ttopstart is a European science and business consulting company that specialises in leveraging the impact of your European project through providing professional management, dissemination and exploitation services. ttopstart focuses on projects in the field of life sciences,healthcare and medical technology.
Successful consortia have a sound scientific and non-scientific management framework. ttopstart provides professional non-scientific project management services as a full partner of your Horizon 2020 consortium. This allows you to focus on scientific management while ttopstart ensures that your project runs according to plan and fully in line with the EC grant agreement.
Find out more on ttopstart.com
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.
Report of the Impact Assessment of the Indonesia Domestic Biogas ProgrammeFred Marree
This document presents the results of an impact assessment of Indonesia's Domestic Biogas Programme (BIRU) conducted in August 2016. The assessment aimed to determine the extent to which the biogas sector has developed beyond the BIRU programme and can be attributed to BIRU. Interviews were conducted with over 100 current and former biogas construction organizations, 187 masons/supervisors, and government officials. Additionally, 82 BIRU-model biodigesters constructed without BIRU involvement were inspected. The assessment found that a minimum of 6,060 additional BIRU-model digesters have been constructed since 2012 without BIRU support. It also found evidence that the Indonesian government is actively promoting bi
Sudan: what does the Paris Agreement’s transparency framework mean for LDCs?IIED
A presentation by Rehab Ahmed Hassan on Sudan's experience of reporting on their experiences implementing the Paris Agreement.
Rehab Ahmed Hassan is the coordinator for Sudan's Third National Communication, and a member of the Higher Council for Environment and Natural Resources.
The presentation was delivered on Tuesday, 4 August 2020 during the webinar hosted by IIED `What does the Paris Agreement’s transparency framework mean for LDCs?´.
More details: https://www.iied.org/what-does-paris-agreements-transparency-framework-mean-for-ldcs
A guide to Intended Nationally Determined Contributions (INDCs) by Least Deve...zubeditufail
A guide to Intended Nationally Determined Contributions (INDCs) by Least Developed Countries (LDCs) for the United Nations Framework Convention on Climate Change (UNFCCC).
The document is a funding application form for projects seeking support from the United Nations Voluntary Fund on Disability. It provides instructions for completing the application, which has five sections: background and justification of the project; objectives of the project; expected results and implementation plan; monitoring and evaluation plan; and project budget. The background section should describe the problem being addressed, how it relates to national strategies, how beneficiaries were involved in project identification, and the experience of those implementing the project. The objectives section outlines the development objectives and immediate goals. The implementation section provides details on planned activities, beneficiaries, management, and expected quantitative results. Monitoring, evaluation, and reporting requirements are also outlined. Line items for the project budget are defined.
The document summarizes the outcomes of a Global Partnership for Effective Development Cooperation (GPEDC) Planning Workshop. It discusses recommendations for strengthening cooperation across various initiatives to deliver results. Key recommendations include:
1) Developing a 2015-2016 workplan for the GPEDC around priority themes like domestic resource mobilization, private sector cooperation, South-South cooperation, and engagement with middle-income and fragile/conflict-affected countries.
2) Emphasizing evidence-based best practices, multi-stakeholder partnerships, and country-level approaches across all priority areas.
3) Producing biannual progress reports and ensuring coordination across initiatives through regular communication and information sharing.
The workshop aimed
Digital and Green Transformation for Developing Economies.docxDr. Monideep Dey
Recently, several international development organizations and civil society have focused their efforts to assist developing economies in a green and digital transformation. A green transformation is necessary to address Climate Action (SDG 13). Digital transformation has been identified as key to development and to addresses several SDGs. Sustainability concepts are to be a fundamental part of the digital transformation. It is recognized that it is essential to ensure the new technologies in the digital, biological and physical worlds are adopted to remain human-centered and serve society and the planet as a whole for the prosperity of all. Society can thus promote economic development and solve social problems simultaneously. This paper discusses the elements of a green and digital transformation, initiatives currently underway by international development organizations, civil society and developing economies, and progress to date toward the common goals established in the SDGs.
This document discusses the current state of building information modeling (BIM) education in UK higher education institutions. It finds that while many programs have started incorporating BIM, there is a need for more guidance and consistency. A survey of institutions found that most have low BIM maturity levels and need more staff training. Challenges include keeping up with fast-changing BIM tools and engaging industry in curriculum development. The formation of the BIM Academic Forum aims to help institutions collaborate and improve BIM education standards.
Fostering solar technology in the Mediterranean area - Capitalisation PlanFOSTEr in MED
The document outlines an action plan for capitalizing on the results of the FOSTErinMED project. It includes identifying and analyzing similar solar energy and ENPI projects through a table template. The plan aims to optimize and maintain project results, create networks and synergies between solar projects, and identify expected impacts. Key actions include maintaining the project website and local points, holding networking conferences, conducting context analyses and policy papers, developing guidelines and training, and implementing a pilot project. Regional capitalization activities are also outlined.
This document provides information about the DRAGON-STARPLUS project, which aims to support EU-China collaboration on research and innovation. It received over €2 million in funding from the European Union's Horizon 2020 program. The 3-year project involves 13 partners from 9 countries. Its objectives are to support European and Chinese research communities in establishing collaborations, provide cooperation tools and frameworks for policymakers, and support funding agencies in exchanging best practices and joint activities. It seeks to increase participation in each other's research programs and provide guidance to further strengthen bilateral cooperation.
Highly effective in Humanitarian Projects and structural discipline in relation to Resilience, Education, Governance, Livelihood for Rural developmental and emergency and providing relevant trainings in livelihood, Resilience.
Step4all guide 3 How to apply and how to manage successful European projectsGIANLUCA COPPOLA
This document provides an overview of project cycle management for European projects. It describes the key phases of the project lifecycle from both legal and managerial perspectives. The managerial phases include planning, research, formulation, implementation, and financial management. The legal aspects refer to proposal submission, contract conclusion, project monitoring, reporting, and auditing. Project cycle management aims to ensure projects are properly designed, implemented, and financially managed according to the funding program requirements.
The document discusses biodiversity indicators for monitoring the Kunming-Montreal Global Biodiversity Framework agreed upon at COP15. It provides context on the history of biodiversity indicators in CBD discussions and lessons learned. Currently, 26 headline indicators have been agreed for the monitoring framework, but 10 still require methodology development. Issues being discussed include identifying gaps, aggregating and disaggregating data, guidance for parties, and inclusion of all stakeholders. The ad-hoc technical expert group will review existing indicators and provide recommendations to help operationalize the monitoring framework.
The document discusses biodiversity indicators for monitoring the Kunming-Montreal Global Biodiversity Framework agreed upon at COP15. It provides context on the history of biodiversity indicators in CBD discussions and lessons learned. Currently, 26 headline indicators have been agreed for the monitoring framework, but 10 still require methodology development. Issues being discussed include identifying gaps, aggregating and disaggregating data, guidance for parties, and inclusion of all stakeholders. The ad-hoc technical expert group will review existing indicators and provide recommendations to help operationalize the monitoring framework.
MCE Learning and Teaching Version 2.0 Page 1 of 6 CourAbramMartino96
MCE | Learning and Teaching Version 2.0 | Page 1 of 6
Coursework Specification
1 Module Information
1.1 Module Title Procurement and Supply Chain Management
1.2 Module Code Number KB7035
1.3 Module Level and Credit Points Level 7, 20 credits
1.4 Module Leader Dr. Victor Samwinga
1.5 Coursework Title Procurement Report
1.6 Coursework Specification Author Dr. Victor Samwinga
1.7 Academic Year and Semester(s)
SEM1 2021-22
2 Coursework Submission and Feedback
2.1 Release Date of Coursework Specification to Students
17:00 BST on 1 October 2021
2.2 Mechanism Used to Disseminate Coursework Specification to Students
Assessment and Submission folder on Blackboard module
2.3 Date and Time of Submission of Coursework by Students
11:59 PM on 13 December 2021
2.4 The mechanism for Submission of Coursework by Students
Turnitin digital submission portal in Assessment and Submission folder on Blackboard module
2.5 Return Date of Unconfirmed Internally Moderated Mark(s) and Feedback to Students
11:59 PM on 31 January 2022
2.6 The mechanism for Return of Unconfirmed Internally Moderated Mark(s) and Feedback to
Students
Turnitin digital submission portal and/or My Grades on Blackboard module
MCE | Learning and Teaching Version 2.0 | Page 2 of 6
3 Assessment Details
3.1 Module Learning Outcomes (MLOs) Assessed by Coursework
1. MLO 1 - Establish a conceptual understanding of procurement and supply chain strategies within
the built environment projects.
2. MLO 2 - Implement and critically evaluate appropriate procurement processes by which
construction projects and services are acquired from internal and/or external sources.
3. MLO 3 - Identify and critically evaluate appropriate client requirements to develop respective
procurement and supply chain strategies that enable project success, business benefits and overall
sustainable operations.
4. MLO 4 - Embrace professionalism, demonstrate multi-disciplinary skills and apply expert and
specialised knowledge in the field of construction project management.
5. MLO 5 - Embrace intercultural cooperation through consciousness, responsible and professional
ethical conduct in a reflexive way.
3.2 Coursework Overview
Context Statement:
The construction sector continues to face many project delivery challenges such as time and cost
predictability. The need to identify and critically evaluate client requirements to develop appropriate
procurement processes has never been more important for project managers, clients and the industry at
large.
This assessment requires the submission of an individual piece of coursework. It requires the production
of a procurement report that engages with the knowledge base as well as the project and client-specific
characteristics.
It is to be written from the perspective of an inhouse procurement specialist who is making a theoretically-
, and evidence-, informed pro ...
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
More Related Content
Similar to Production of the Industrial Development Report 2024.
The document provides a starting report for the Iktimed project which aims to improve open innovation between research institutions, businesses, and public policymakers in regions of southern Europe and the Mediterranean area by establishing collaboration systems and knowledge communities. It outlines the background and goals of the project, describes the main problems it seeks to address, and provides details on the project structure, management, components, and operational plan.
This document provides guidance for completing a project proposal format for the UNDP ACT Project. It outlines the various sections of the proposal including the legal status, total project cost, situation analysis, project summary, outcomes, outputs, activities, organizational capacity, partnerships, communications, monitoring and evaluation, sustainability, inclusion of gender and human rights considerations, annexes for technical details, budget, timeframe, and publications. Applicants are provided notes on what to include in each section to clearly describe the project goals, implementation plan, and evaluation approach for consideration for UNDP ACT funding.
ttopstart is a European science and business consulting company that specialises in leveraging the impact of your European project through providing professional management, dissemination and exploitation services. ttopstart focuses on projects in the field of life sciences,healthcare and medical technology.
Successful consortia have a sound scientific and non-scientific management framework. ttopstart provides professional non-scientific project management services as a full partner of your Horizon 2020 consortium. This allows you to focus on scientific management while ttopstart ensures that your project runs according to plan and fully in line with the EC grant agreement.
Find out more on ttopstart.com
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.
Report of the Impact Assessment of the Indonesia Domestic Biogas ProgrammeFred Marree
This document presents the results of an impact assessment of Indonesia's Domestic Biogas Programme (BIRU) conducted in August 2016. The assessment aimed to determine the extent to which the biogas sector has developed beyond the BIRU programme and can be attributed to BIRU. Interviews were conducted with over 100 current and former biogas construction organizations, 187 masons/supervisors, and government officials. Additionally, 82 BIRU-model biodigesters constructed without BIRU involvement were inspected. The assessment found that a minimum of 6,060 additional BIRU-model digesters have been constructed since 2012 without BIRU support. It also found evidence that the Indonesian government is actively promoting bi
Sudan: what does the Paris Agreement’s transparency framework mean for LDCs?IIED
A presentation by Rehab Ahmed Hassan on Sudan's experience of reporting on their experiences implementing the Paris Agreement.
Rehab Ahmed Hassan is the coordinator for Sudan's Third National Communication, and a member of the Higher Council for Environment and Natural Resources.
The presentation was delivered on Tuesday, 4 August 2020 during the webinar hosted by IIED `What does the Paris Agreement’s transparency framework mean for LDCs?´.
More details: https://www.iied.org/what-does-paris-agreements-transparency-framework-mean-for-ldcs
A guide to Intended Nationally Determined Contributions (INDCs) by Least Deve...zubeditufail
A guide to Intended Nationally Determined Contributions (INDCs) by Least Developed Countries (LDCs) for the United Nations Framework Convention on Climate Change (UNFCCC).
The document is a funding application form for projects seeking support from the United Nations Voluntary Fund on Disability. It provides instructions for completing the application, which has five sections: background and justification of the project; objectives of the project; expected results and implementation plan; monitoring and evaluation plan; and project budget. The background section should describe the problem being addressed, how it relates to national strategies, how beneficiaries were involved in project identification, and the experience of those implementing the project. The objectives section outlines the development objectives and immediate goals. The implementation section provides details on planned activities, beneficiaries, management, and expected quantitative results. Monitoring, evaluation, and reporting requirements are also outlined. Line items for the project budget are defined.
The document summarizes the outcomes of a Global Partnership for Effective Development Cooperation (GPEDC) Planning Workshop. It discusses recommendations for strengthening cooperation across various initiatives to deliver results. Key recommendations include:
1) Developing a 2015-2016 workplan for the GPEDC around priority themes like domestic resource mobilization, private sector cooperation, South-South cooperation, and engagement with middle-income and fragile/conflict-affected countries.
2) Emphasizing evidence-based best practices, multi-stakeholder partnerships, and country-level approaches across all priority areas.
3) Producing biannual progress reports and ensuring coordination across initiatives through regular communication and information sharing.
The workshop aimed
Digital and Green Transformation for Developing Economies.docxDr. Monideep Dey
Recently, several international development organizations and civil society have focused their efforts to assist developing economies in a green and digital transformation. A green transformation is necessary to address Climate Action (SDG 13). Digital transformation has been identified as key to development and to addresses several SDGs. Sustainability concepts are to be a fundamental part of the digital transformation. It is recognized that it is essential to ensure the new technologies in the digital, biological and physical worlds are adopted to remain human-centered and serve society and the planet as a whole for the prosperity of all. Society can thus promote economic development and solve social problems simultaneously. This paper discusses the elements of a green and digital transformation, initiatives currently underway by international development organizations, civil society and developing economies, and progress to date toward the common goals established in the SDGs.
This document discusses the current state of building information modeling (BIM) education in UK higher education institutions. It finds that while many programs have started incorporating BIM, there is a need for more guidance and consistency. A survey of institutions found that most have low BIM maturity levels and need more staff training. Challenges include keeping up with fast-changing BIM tools and engaging industry in curriculum development. The formation of the BIM Academic Forum aims to help institutions collaborate and improve BIM education standards.
Fostering solar technology in the Mediterranean area - Capitalisation PlanFOSTEr in MED
The document outlines an action plan for capitalizing on the results of the FOSTErinMED project. It includes identifying and analyzing similar solar energy and ENPI projects through a table template. The plan aims to optimize and maintain project results, create networks and synergies between solar projects, and identify expected impacts. Key actions include maintaining the project website and local points, holding networking conferences, conducting context analyses and policy papers, developing guidelines and training, and implementing a pilot project. Regional capitalization activities are also outlined.
This document provides information about the DRAGON-STARPLUS project, which aims to support EU-China collaboration on research and innovation. It received over €2 million in funding from the European Union's Horizon 2020 program. The 3-year project involves 13 partners from 9 countries. Its objectives are to support European and Chinese research communities in establishing collaborations, provide cooperation tools and frameworks for policymakers, and support funding agencies in exchanging best practices and joint activities. It seeks to increase participation in each other's research programs and provide guidance to further strengthen bilateral cooperation.
Highly effective in Humanitarian Projects and structural discipline in relation to Resilience, Education, Governance, Livelihood for Rural developmental and emergency and providing relevant trainings in livelihood, Resilience.
Step4all guide 3 How to apply and how to manage successful European projectsGIANLUCA COPPOLA
This document provides an overview of project cycle management for European projects. It describes the key phases of the project lifecycle from both legal and managerial perspectives. The managerial phases include planning, research, formulation, implementation, and financial management. The legal aspects refer to proposal submission, contract conclusion, project monitoring, reporting, and auditing. Project cycle management aims to ensure projects are properly designed, implemented, and financially managed according to the funding program requirements.
The document discusses biodiversity indicators for monitoring the Kunming-Montreal Global Biodiversity Framework agreed upon at COP15. It provides context on the history of biodiversity indicators in CBD discussions and lessons learned. Currently, 26 headline indicators have been agreed for the monitoring framework, but 10 still require methodology development. Issues being discussed include identifying gaps, aggregating and disaggregating data, guidance for parties, and inclusion of all stakeholders. The ad-hoc technical expert group will review existing indicators and provide recommendations to help operationalize the monitoring framework.
The document discusses biodiversity indicators for monitoring the Kunming-Montreal Global Biodiversity Framework agreed upon at COP15. It provides context on the history of biodiversity indicators in CBD discussions and lessons learned. Currently, 26 headline indicators have been agreed for the monitoring framework, but 10 still require methodology development. Issues being discussed include identifying gaps, aggregating and disaggregating data, guidance for parties, and inclusion of all stakeholders. The ad-hoc technical expert group will review existing indicators and provide recommendations to help operationalize the monitoring framework.
MCE Learning and Teaching Version 2.0 Page 1 of 6 CourAbramMartino96
MCE | Learning and Teaching Version 2.0 | Page 1 of 6
Coursework Specification
1 Module Information
1.1 Module Title Procurement and Supply Chain Management
1.2 Module Code Number KB7035
1.3 Module Level and Credit Points Level 7, 20 credits
1.4 Module Leader Dr. Victor Samwinga
1.5 Coursework Title Procurement Report
1.6 Coursework Specification Author Dr. Victor Samwinga
1.7 Academic Year and Semester(s)
SEM1 2021-22
2 Coursework Submission and Feedback
2.1 Release Date of Coursework Specification to Students
17:00 BST on 1 October 2021
2.2 Mechanism Used to Disseminate Coursework Specification to Students
Assessment and Submission folder on Blackboard module
2.3 Date and Time of Submission of Coursework by Students
11:59 PM on 13 December 2021
2.4 The mechanism for Submission of Coursework by Students
Turnitin digital submission portal in Assessment and Submission folder on Blackboard module
2.5 Return Date of Unconfirmed Internally Moderated Mark(s) and Feedback to Students
11:59 PM on 31 January 2022
2.6 The mechanism for Return of Unconfirmed Internally Moderated Mark(s) and Feedback to
Students
Turnitin digital submission portal and/or My Grades on Blackboard module
MCE | Learning and Teaching Version 2.0 | Page 2 of 6
3 Assessment Details
3.1 Module Learning Outcomes (MLOs) Assessed by Coursework
1. MLO 1 - Establish a conceptual understanding of procurement and supply chain strategies within
the built environment projects.
2. MLO 2 - Implement and critically evaluate appropriate procurement processes by which
construction projects and services are acquired from internal and/or external sources.
3. MLO 3 - Identify and critically evaluate appropriate client requirements to develop respective
procurement and supply chain strategies that enable project success, business benefits and overall
sustainable operations.
4. MLO 4 - Embrace professionalism, demonstrate multi-disciplinary skills and apply expert and
specialised knowledge in the field of construction project management.
5. MLO 5 - Embrace intercultural cooperation through consciousness, responsible and professional
ethical conduct in a reflexive way.
3.2 Coursework Overview
Context Statement:
The construction sector continues to face many project delivery challenges such as time and cost
predictability. The need to identify and critically evaluate client requirements to develop appropriate
procurement processes has never been more important for project managers, clients and the industry at
large.
This assessment requires the submission of an individual piece of coursework. It requires the production
of a procurement report that engages with the knowledge base as well as the project and client-specific
characteristics.
It is to be written from the perspective of an inhouse procurement specialist who is making a theoretically-
, and evidence-, informed pro ...
Similar to Production of the Industrial Development Report 2024. (20)
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
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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 ...
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.
Mainstream bicycling into public transportation systems for sustainable devel...Christina Parmionova
The bicycle is an instrument of sustainable transportation and conveys a positive message to foster sustainable consumption and production, and has a positive impact on climate.
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Discussing the macro shifts and challenges for tomorrow's parents.Christina Parmionova
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https://www.youtube.com/@jenniferschaus/videos
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Production of the Industrial Development Report 2024.
1. 1
UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION
Project title:
Production of the Industrial Development Report 2024
Project ID Number: 230088
Area/Location/Countries: Global, Global
RBM Code: IC4 Cross-cutting Services
Thematic code IC42 Pol.Adv., Res., Stat.
Planned start-finish date: 1 May 2023 – 31 December 2024
Duration: 1 year 8 months
Co-ordinating agency: UNIDO
Counterpart:
UNIDO will implement the project in close collaboration with
external experts and advisors
Budget: Total budget EUR 200,000
Brief description:
The purpose of this project is to support the production of the 2024 edition of the Industrial
Development Report to ensure that it meets the quality standards required by the flagship
publication of the Organization. The project supports the production of background materials for
the report, the organization of expert group meetings to discuss the content and overall strategy
of the report, and the provision of editorial, printing and translation services connected to the
finalization and publication of the report.
Approved:
Signature: Date: Name and title:
On behalf of
UNIDO ___________________ ____________ ______________________________
2. 2
A. CONTEXT
A1. Project Purpose
UNIDO’s flagship publication, its Industrial Development Reports (IDRs), provide decision-makers
in government and the private sector, the development community and scholars, with updated
information and analysis on key trends, challenges, and opportunities in the world economy
pertaining to industry and industrial development.
The purpose of this project is to support the production of the next edition of the report, the IDR
2024 to ensure that it meets the quality standards required by the flagship publication of the
Organization. The project supports the production of background materials for the report, the
organization of expert group meetings to discuss the content and overall strategy of the report, and
the provision of editorial, design, printing and translation services connected to the finalization,
publication and dissemination of the report.
A2. Main Target Groups
Policy makers, international organizations, development practitioners, private sector, academics,
students, and NGOs.
A3. Stakeholders
Member States, UNIDO management, UNIDO TC staff, UNIDO IDR team members, and researchers
who provide inputs to the Report.
A4. Synergies
External experts will be consulted on the issues in which UNIDO has limited experiences. The
external inputs will be integrated into UNIDO’s internal work so as to cover the topics of the Report
in a synergetic manner.
B. UNIDO APPROACH
B1. Rationale
UNIDO’s General Conference in December 2013 has given UNIDO a mandate to work towards
Inclusive and Sustainable Industrial Development. The main rationale of the production of the IDR
is to provide theoretical and empirical underpinnings to that mission and provide policy
recommendations for Member States and UNIDO TC projects.
Each edition of the IDR focuses on different thematic areas, decided by UNIDO management in close
consultation with TCS/CPS and other relevant departments and divisions. For the 2024 edition, the
IDR will focus on the current status of SDG9 industry-related targets across different regions of the
world, the impact of recent global crises and the prospects for accelerating progress and recovery
through new industrial policy and strategies. This thematic focus has been approved by the UNIDO
Director General on 4 April 2023.
B2. Comparative Advantage
UNIDO as the UN organization specialized in industrial development is in a vantage position to
convene the experts of the selected theme of the Report, apply its technical cooperation
experiences, and establish a dialogue with countries to inform the analysis and draw policy
3. 3
recommendations that can support countries to pursue inclusive and sustainable industrial
development.
The research experience and accumulated knowledge contained in the previous editions of the IDR
also provide a distinct advantage to UNIDO to undertake the analysis of the theme selected for the
2024 edition of the Report.
B3. Inception Phase
During the inception phase, UNIDO IDR team will have meetings with key experts and advisors to
formulate the Report concept, chapter outline and research strategy and to identify external
consultants who could provide key inputs to the critical issues of each chapter.
B4. Sustainability Strategy
The data collected and research findings through this IDR project will be the basis for future
research on industrial development. Thus, the data will be continuously updated, and following-up
research will be conducted building on the IDR work.
B5. Gender Mainstreaming Strategy
The project will make gender differences in the analysis as much as possible to the extent that the
data allow. When the data are not available, an effort will be made to conduct qualitative analysis
on gender differences in terms of especially inclusiveness in the process of industrial structural
change.
B6. Environmental and Social Assessment
As per UNIDO Environmental and Social Safeguards Policies and Procedures (ESSPP), the
Environmental and Social screening template has been completed and this project has been
categorized as ‘’Category C’’. Category C projects are likely to have minimal or no adverse social
and/or environmental impacts. No further environmental and/or social assessment is required.
4. 4
C. THE PROJECT
C1. Outputs and activities
Output 1: Production of the IDR 2022
Activities Responsibility
Activity 1.1: Background materials for IDR 2024
UNIDO commissions background materials to consultants with expertise in
the theme selected for the report and discusses these materials in an EGM.
TCS/CPS/IPR
Activity 1.2: First draft of chapters for IDR 2024
The IDR team produces the first draft of the chapters and circulates them
to receive feedback from relevant focal points both in-house and externally.
TCS/CPS/IPR
Activity 1.3: Revision of draft chapters for IDR 2024
The IDR team finalizes the chapters on the basis of the comments provided
by reviewers and advisors.
TCS/CPS/IPR
Activity 1.4: Final draft of the IDR 2024 produced
The IDR team works in close collaboration with the external editors and
designers to produce the final draft of the report, bringing all chapters
together and strengthening the overall quality and coherence of the report.
The team also produces the overview of the report summarizing the main
findings and messages
TCS/CPS/IPR
Activity 1.5: Production of main report & translations
The overviews are translated to all UN languages. The full report and
translated overviews are printed.
TCS/CPS/IPR
5. 5
C2. Project Logical Framework
Intervention logic Indicators Means of Verification Assumptions
Impact
Enhanced knowledge across different stakeholders
on the importance of manufacturing in the current
context together with the adoption of relevant
policies foster the industrialization of developing
countries and contribute to greater prosperity and
reduction of poverty.
Progress towards the
achievement of the SDGs, in
particular SDGs 1, 7, 8, 9, 12
and 13.
Regular monitoring of SDG
progress
Intervention logic Indicators Means of Verification Assumptions
Outcome
Enhanced knowledge and relevant policy adoption
due to the IDR findings:
- Policymakers, academics, students and
entrepreneurs have expanded knowledge on the
specific theme covered by IDR 2024.
- Countries have adopted sound policies and
strategies to promote inclusive and sustainable
development taking into account the findings of
IDR 2024.
Level of awareness among
policymakers, and other
stakeholders as indicated in
the number of references to
the publication and policy
adoption following the IDR’s
recommendations
Regular monitoring of
publication statistics
The relevant target groups
have access to the report.
6. 6
Intervention logic Indicators Means of Verification Assumptions
Output 1
Production of the IDR 2024
IDR 2024 produced with the quality expected for
UNIDO’s flagship publication.
Quality of the Report in terms
of the novelty of the findings
and usefulness of the policy
recommendations
Internal and external feedback
Activities
Activity 1.1. Background materials for IDR 2024
Activity 1.2: First draft of chapters for IDR 2024
Activity 1.3: Revision of chapter drafts for IDR 2024
Activity 1.4: Production of final draft of the IDR 2024
Activity 1.5: Production of main report &
translations
7. 7
C3. Risks and Mitigation measures
Despite the due process of background check, consultants and experts recruited under this project may
or may not produce the background materials which fully meet the needs and standards of the Report.
It is expected that this risk will be ameliorated through frequent interactions and communication
between external experts and internal team, who will provide comments at different stages of drafts
produced by experts and monitor the progress in light of the outline and production schedule.
C4. Institutional Arrangements and Coordination Mechanism
The IDR will be prepared by UNIDO staff members in cooperation with external experts and advisors
under the strategic guidance of an advisory Board established for the production of the report. The
Board will meet to provide strategic advice to the substance and production process of the report and
monitor the progress of the IDR project. Under the Board’s guidance and the management of the IDR
team, UNIDO staff will prepare the first draft of the IDR chapters. Then, the IDR team in consultation
with external experts will revise the first drafts to refine the analysis and policy recommendations and
improve the coherence across chapters. The second drafts prepared as such will be reviewed by
internal and external experts before the final revision and editing of the Report.
D. BUDGET ITEMS
D1. Counterpart Inputs
None involved
D2. UNIDO Inputs
UNIDO is providing the necessary funding, as well as staff resources, and expertise.
E. BUDGET
Output 1: Production of the IDR 2024
Budget line / Item
TOTAL
(EUR)
1100 – International experts 100,000
1500 – Local travel 10,000
1700 – National experts 10,000
2100 – Contractual services 60,000
3500 – International meetings 15,000
5100 – Other direct costs 5,000
TOTAL 200,000
F. MONITORING, REPORTING AND EVALUATION
The project will be subject to the standard UNIDO monitoring and evaluation procedures. A UNIDO
staff member – project manager (from the TCS/CPS/IPR group) – will monitor project activities on a
continuous basis in order to ensure that activities are carried out according to plan and remedial steps
are taken as necessary.
8. 8
G. PRIOR OBLIGATIONS AND PREREQUISITES
No relevant prior obligations or prerequisites are identified.
H. LEGAL CONTEXT
It is expected that each set of activities to be implemented in the target countries will be governed by
the provisions of the Standard Basic Cooperation Agreement concluded between the Government of
the recipient country concerned and UNIDO or – in the absence of such an agreement – by one of the
following: (i) the Standard Basic Assistance Agreement concluded between the recipient country and
UNDP, (ii) the Technical Assistance Agreements concluded between the recipient country and the
United Nations and specialized agencies, or (iii) the Basic Terms and Conditions Governing UNIDO
Projects.