Responding to Regional Conflicts: How Good are SADC´s Reflexes for Peacekeeping - George Abel Mhango - Mzuzu University - 2012 Conference: Peacekeeping and Peace Enforcement (September 2012 - Lusaka, Zambia)
Presentation by Mr. Antonio Pedro, Director United Nations Economic Commission for Africa (ECA), Sub-regional Office for Eastern Africa (SRO-EA).
Day 1 of the 6th ICGLR-OECD-UN GoE Forum on responsible mineral supply chains, 13 November 2013.
Visit: http://mneguidelines.oecd.org/icglr-oecd-un-forum-kigali-2013.htm
Climate finance kato(oecd) finance in 2015 agreement-ccxg gf sep2014OECD Environment
This document outlines a discussion on how the 2015 climate agreement could mobilize climate finance. It identifies four ways the agreement could contribute: 1) strengthening international institutional arrangements, 2) enhancing enabling environments in recipient countries, 3) supporting the use of a full range of financial instruments, and 4) elaborating and broadening measurement, reporting and verification systems. Specific options discussed for the agreement include encouraging coordination and information sharing, as well as addressing issues like definitions, tracking private finance, and building capacity for monitoring progress. The goal is for the agreement to indirectly facilitate scaling up climate finance through long-term shifts toward green financial flows.
Introduction
•Africa remains a crisis-prone continent
•Egypt, Libya, Northern Mali, Northern Nigeria, Somalia, DRC, Kenya, South
Africa, Zimbabwe
•Crucial difference between OAU and AU is Article 4 h of the AU Constitutive
Act which creates not only a legal basis for intervention but also imposes an
obligation for the AU to intervene in order to save human life
•Closely allied to R2P – Rwandan genocide of 1994
•May 2003 African Chiefs of Defence and Security begin deliberations on how
to operationalize such an intervention
•End of 2004 – ASF emerges
Este documento es un contrato de arrendamiento entre un arrendador y un arrendatario. El arrendatario pagará una renta mensual por el alquiler de una propiedad, la cual deberá pagarse de forma puntual. El contrato establece varias cláusulas relacionadas con el pago de la renta, el uso y mantenimiento de la propiedad, así como las consecuencias de incumplimiento del contrato. El plazo inicial del arrendamiento es de seis meses.
This document outlines the strategic direction for U.S. Special Operations Command (USSOCOM) to prepare for and address threats from 2020 onward. It discusses how USSOCOM will support the Defense Strategic Guidance by focusing on developing a globally networked force through expanding partnerships, prioritizing current operations like in Afghanistan, preserving the force and families, and ensuring responsive resourcing. The goal is for USSOCOM to be a small, agile, flexible force able to rapidly respond to contingencies through innovative approaches and a strong global network built on trust.
This document proposes an institutional framework to better support Small Island Developing States (SIDS) at both the regional and global levels. It summarizes the current challenges and outlines a three-tiered approach with strengthened mechanisms at each level: [1] autonomous technical arms in each SIDS region, [2] strengthened representation and support for SIDS interests at the global level through AOSIS, and [3] funding to support implementation of commitments to SIDS sustainable development. The goal is a framework that addresses deficiencies and guides discussions at Rio+20 on improving the architecture for SIDS sustainable development.
The document outlines SADC's Resource Mobilisation Strategy, which has four pillars:
1) Planning, budgeting, monitoring and evaluation to ensure efficient resource acquisition and management aligned with SADC's priorities.
2) Building capacity for resource mobilization.
3) Broadening resource channels, including establishing a SADC Development Fund and partnerships.
4) Strengthening dialogue with international cooperating partners based on principles of aid effectiveness.
The strategy aims to provide a coordinated, systematic approach to mobilizing and utilizing resources to implement SADC's programs and support regional integration goals.
The Task Team on South-South Cooperation at a glance - nov 2009Christina Parmionova
The Task Team on South-South Cooperation (TT-SSC) brings partner countries, especially middle income countries, donors, civil society, academia, regional and multilateral agencies together under a common objective of mapping, documenting, analyzing and discussing evidence on the synergies
between the principles of aid effectiveness and the practice of South-South Cooperation (SSC).
Derived from the Accra Agenda for Action’s commitment to inclusive partnerships, the TT-SSC is a southern-led platform hosted at the Working Party on Aid Effectiveness (WP-EFF) at the OECD Development Assistance Committee (DAC). The TT-SSC is chaired by Colombia with active support from three regional platforms and the World Bank Institute.
The TT-SSC’s activities are integral in defining the role of partner countries and Southern perspectives in the evolving global aid architecture. The TT-SSC is contributing to global policy-making leading up to the Fourth High Level Forum on Aid Effectiveness in Korea, 2011.
Author(s): TT-SSC
Presentation by Mr. Antonio Pedro, Director United Nations Economic Commission for Africa (ECA), Sub-regional Office for Eastern Africa (SRO-EA).
Day 1 of the 6th ICGLR-OECD-UN GoE Forum on responsible mineral supply chains, 13 November 2013.
Visit: http://mneguidelines.oecd.org/icglr-oecd-un-forum-kigali-2013.htm
Climate finance kato(oecd) finance in 2015 agreement-ccxg gf sep2014OECD Environment
This document outlines a discussion on how the 2015 climate agreement could mobilize climate finance. It identifies four ways the agreement could contribute: 1) strengthening international institutional arrangements, 2) enhancing enabling environments in recipient countries, 3) supporting the use of a full range of financial instruments, and 4) elaborating and broadening measurement, reporting and verification systems. Specific options discussed for the agreement include encouraging coordination and information sharing, as well as addressing issues like definitions, tracking private finance, and building capacity for monitoring progress. The goal is for the agreement to indirectly facilitate scaling up climate finance through long-term shifts toward green financial flows.
Introduction
•Africa remains a crisis-prone continent
•Egypt, Libya, Northern Mali, Northern Nigeria, Somalia, DRC, Kenya, South
Africa, Zimbabwe
•Crucial difference between OAU and AU is Article 4 h of the AU Constitutive
Act which creates not only a legal basis for intervention but also imposes an
obligation for the AU to intervene in order to save human life
•Closely allied to R2P – Rwandan genocide of 1994
•May 2003 African Chiefs of Defence and Security begin deliberations on how
to operationalize such an intervention
•End of 2004 – ASF emerges
Este documento es un contrato de arrendamiento entre un arrendador y un arrendatario. El arrendatario pagará una renta mensual por el alquiler de una propiedad, la cual deberá pagarse de forma puntual. El contrato establece varias cláusulas relacionadas con el pago de la renta, el uso y mantenimiento de la propiedad, así como las consecuencias de incumplimiento del contrato. El plazo inicial del arrendamiento es de seis meses.
This document outlines the strategic direction for U.S. Special Operations Command (USSOCOM) to prepare for and address threats from 2020 onward. It discusses how USSOCOM will support the Defense Strategic Guidance by focusing on developing a globally networked force through expanding partnerships, prioritizing current operations like in Afghanistan, preserving the force and families, and ensuring responsive resourcing. The goal is for USSOCOM to be a small, agile, flexible force able to rapidly respond to contingencies through innovative approaches and a strong global network built on trust.
This document proposes an institutional framework to better support Small Island Developing States (SIDS) at both the regional and global levels. It summarizes the current challenges and outlines a three-tiered approach with strengthened mechanisms at each level: [1] autonomous technical arms in each SIDS region, [2] strengthened representation and support for SIDS interests at the global level through AOSIS, and [3] funding to support implementation of commitments to SIDS sustainable development. The goal is a framework that addresses deficiencies and guides discussions at Rio+20 on improving the architecture for SIDS sustainable development.
The document outlines SADC's Resource Mobilisation Strategy, which has four pillars:
1) Planning, budgeting, monitoring and evaluation to ensure efficient resource acquisition and management aligned with SADC's priorities.
2) Building capacity for resource mobilization.
3) Broadening resource channels, including establishing a SADC Development Fund and partnerships.
4) Strengthening dialogue with international cooperating partners based on principles of aid effectiveness.
The strategy aims to provide a coordinated, systematic approach to mobilizing and utilizing resources to implement SADC's programs and support regional integration goals.
The Task Team on South-South Cooperation at a glance - nov 2009Christina Parmionova
The Task Team on South-South Cooperation (TT-SSC) brings partner countries, especially middle income countries, donors, civil society, academia, regional and multilateral agencies together under a common objective of mapping, documenting, analyzing and discussing evidence on the synergies
between the principles of aid effectiveness and the practice of South-South Cooperation (SSC).
Derived from the Accra Agenda for Action’s commitment to inclusive partnerships, the TT-SSC is a southern-led platform hosted at the Working Party on Aid Effectiveness (WP-EFF) at the OECD Development Assistance Committee (DAC). The TT-SSC is chaired by Colombia with active support from three regional platforms and the World Bank Institute.
The TT-SSC’s activities are integral in defining the role of partner countries and Southern perspectives in the evolving global aid architecture. The TT-SSC is contributing to global policy-making leading up to the Fourth High Level Forum on Aid Effectiveness in Korea, 2011.
Author(s): TT-SSC
Leading, Coordinating & Delivering for Refugees & Persons of ConcernМЦМС | MCIC
The Refugee Coordination Model (RCM) outlines UNHCR's approach to leading and coordinating refugee responses in an inclusive manner with partners. Key aspects of the RCM include establishing refugee coordination structures like sector working groups led by government ministries and UNHCR to facilitate multi-sectoral response planning and implementation. The RCM also provides guidance on coordinating refugee responses in "mixed situations" involving both refugees and internally displaced people, and developing tools like Refugee Response Plans to coordinate inter-agency responses and advocacy.
The document discusses capacity development for disaster risk reduction at the national and local levels. It explores strengths and weaknesses of current DRR capacity development efforts, and presents UNITAR's contribution through a new K4Resilience hub initiative. The initiative aims to strengthen DRR capacity development at national and sub-national levels by transferring knowledge and technology, advocating for positive change, achieving economies of scale in training, and facilitating peer-to-peer learning and mainstreaming of knowledge through strategies at the national and sub-national levels.
The document discusses the U.S. Army's strategy for force modernization in a fiscally constrained environment. It outlines the need to modernize forces to adapt to changing geopolitical threats and aging equipment while facing budget cuts. The Army's vision is to create optimized combat units by 2025 that are more expeditionary, tailored, and globally responsive. This will require developing new sustainment concepts like Globally Responsive Sustainment to ensure the future sustainment system is optimized, integrated, and affordable despite constraints.
1) Peacekeeping operations in Africa face ongoing issues that require discussion of approaches beyond just peacekeeping, such as conflict prevention under the African Peace and Security Architecture (APSA).
2) The APSA provides a comprehensive framework for conflict management in Africa, balancing continental and regional responsibilities. It relies on cooperation between the African Union (AU) and Regional Economic Communities/Regional Mechanisms (RECs/RMs) in two-thirds of conflict interventions.
3) Strategic partnerships will remain important to support African peace operations. Cooperation is needed between the AU, UN, EU, and other partners on funding, capabilities, and institutional reform while ensuring African leadership.
The document discusses Nepal's priorities for disaster risk reduction as outlined in its National Strategy for Disaster Risk Management. The strategy identifies 5 priority actions and 29 strategic activities, including making DRR a national priority, strengthening early warning systems, improving knowledge management, reducing risk factors, and enhancing emergency preparedness and response. It also outlines Nepal's institutional framework for DRR and proposes new structures like a National Council for Disaster Management to coordinate efforts. The Nepal Risk Reduction Consortium was formed in 2009 to coordinate $131 million across 5 programs supporting the national strategy.
Presentation on managing climate risk through ecosystem-based adaptation – linking urban and rural development planning by Tomonori Sudo (Japan International Cooperation Agency)
Grf synergy in drr bangladesh experience 30 aug 2012Syed Ali
1) The NARRI Consortium was formed by 10 international NGOs to provide comprehensive disaster risk reduction programming in Bangladesh through leveraging each organization's strengths and expertise.
2) Bangladesh faces numerous natural hazards including floods, cyclones, earthquakes, and drought that have killed over 190,000 people and affected over 320 million in the last 30 years. The population and economic activity in high risk areas have also increased vulnerability.
3) By working together, the NARRI Consortium aims to have a greater impact through complementing efforts, avoiding duplications, and gaining credibility for advocacy. The Consortium has reached over 1 million people so far and established strategic partnerships with the government of Bangladesh.
Regional consultation with country level practitioners 2006Dr Lendy Spires
The document provides background and objectives for a consultation with country-level practitioners from Africa regarding reforms to improve coherence of the UN system at the country level. It notes that the 2005 World Summit recognized the need for ambitious reforms to enable the UN to effectively fulfill its role in supporting development. The consultation aims to identify challenges faced at the country level in the new aid environment and propose reforms to optimize the UN's position and response. It outlines topics for discussion including the perceived role of the UN, experiences with UN programs and support, challenges to coherence, and ways to strengthen coordinated working at the country level through changes at both the country and headquarters levels.
The Comprehensive Political Guidance (CPG) is NATO's major 10-15 year policy document that sets the framework for Alliance capabilities, planning, and intelligence. It analyzes the future security environment and outlines the types of operations NATO must be able to conduct based on the Strategic Concept. The CPG defines NATO's top capability priorities as expeditionary forces. It is implemented through the defense planning process and a CPG Management Mechanism monitors fulfillment of capabilities and improves processes. The 2006 CPG was agreed to by NATO members and endorsed by Defense Ministers.
The document discusses the U.S. Army's strategic vision and priorities to remain the most highly trained and professional land force in the world. It aims to provide expeditionary and decisive landpower capabilities to prevent, shape and win in support of combatant commanders. The Army's strategic priorities are to develop adaptive leaders, maintain a globally responsive and regionally engaged force, ensure a ready and modern army, and sustain committed soldiers. The document also examines initiatives like Force 2025 to create a more agile and expeditionary force by 2025 and potentially transform the force even further beyond 2025 to conduct expeditionary maneuver.
The Office of Trade Negotiations (OTN) was established in 1997 as the Caribbean Regional Negotiating Machinery (CRNM) to coordinate Caribbean trade policy and negotiations. In 2009, it was incorporated into the CARICOM Secretariat to strengthen its role. The OTN facilitates regional trade negotiations on behalf of CARICOM states in forums like the WTO and bilateral agreements. It develops negotiating strategies, builds capacity, conducts research, and mobilizes resources to help Caribbean states maximize benefits from global trade. The OTN is funded by member state contributions and donor support for its programs and receives guidance from the CARICOM Council for Trade and Economic Development.
Session.3.Yared_.Tsegay.Global forum VLR.pptxxordan95
This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and responsive, community-led solutions.
Session.3.Yared_.Tsegay.Global forum VLR.pptxaryan524
This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and locally-led solutions.
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxbradburgess22840
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Why disaster risk reduction is all our businessLafir Mohamed
This presentation is a part of the main training wiht the development practitioners on sub national development planning. this discuss around the historical resilience features sri lanka had and the involvement of DRR and the currant results of the that.
Why disaster risk reduction is all our businessLafir Mohamed
presentation used in a training programe for the Development planers to understand the multi stakeholder responsibility towards Disaster Risk reduction.
NAP Expo 2015 Session VII, IV Regional approaches & NAPsNAP Events
Regional approaches to climate change and disaster risk reduction (DRR) are beneficial for Pacific island countries due to limited national capacity, separate coordination of climate change and DRR efforts, and overlap between the two issues. A regional approach allows for greater efficiency, coordination, optimal use of resources, and stronger governance. National Adaptation Plans (NAPs) provide an opportunity for countries to systematically address development and risk management challenges in an integrated way within their national context using both overseas development assistance and climate financing. Linking NAPs to joint national action plans (JNAPs) through national task forces, representation from NGOs and civil society, and established consultation processes can leverage tools like NAPAs and national communications. A
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Natural birth techniques are various type such as/ water birth , alexender method, hypnosis, bradley method, lamaze method etc
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The Refugee Coordination Model (RCM) outlines UNHCR's approach to leading and coordinating refugee responses in an inclusive manner with partners. Key aspects of the RCM include establishing refugee coordination structures like sector working groups led by government ministries and UNHCR to facilitate multi-sectoral response planning and implementation. The RCM also provides guidance on coordinating refugee responses in "mixed situations" involving both refugees and internally displaced people, and developing tools like Refugee Response Plans to coordinate inter-agency responses and advocacy.
The document discusses capacity development for disaster risk reduction at the national and local levels. It explores strengths and weaknesses of current DRR capacity development efforts, and presents UNITAR's contribution through a new K4Resilience hub initiative. The initiative aims to strengthen DRR capacity development at national and sub-national levels by transferring knowledge and technology, advocating for positive change, achieving economies of scale in training, and facilitating peer-to-peer learning and mainstreaming of knowledge through strategies at the national and sub-national levels.
The document discusses the U.S. Army's strategy for force modernization in a fiscally constrained environment. It outlines the need to modernize forces to adapt to changing geopolitical threats and aging equipment while facing budget cuts. The Army's vision is to create optimized combat units by 2025 that are more expeditionary, tailored, and globally responsive. This will require developing new sustainment concepts like Globally Responsive Sustainment to ensure the future sustainment system is optimized, integrated, and affordable despite constraints.
1) Peacekeeping operations in Africa face ongoing issues that require discussion of approaches beyond just peacekeeping, such as conflict prevention under the African Peace and Security Architecture (APSA).
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The document discusses Nepal's priorities for disaster risk reduction as outlined in its National Strategy for Disaster Risk Management. The strategy identifies 5 priority actions and 29 strategic activities, including making DRR a national priority, strengthening early warning systems, improving knowledge management, reducing risk factors, and enhancing emergency preparedness and response. It also outlines Nepal's institutional framework for DRR and proposes new structures like a National Council for Disaster Management to coordinate efforts. The Nepal Risk Reduction Consortium was formed in 2009 to coordinate $131 million across 5 programs supporting the national strategy.
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1) The NARRI Consortium was formed by 10 international NGOs to provide comprehensive disaster risk reduction programming in Bangladesh through leveraging each organization's strengths and expertise.
2) Bangladesh faces numerous natural hazards including floods, cyclones, earthquakes, and drought that have killed over 190,000 people and affected over 320 million in the last 30 years. The population and economic activity in high risk areas have also increased vulnerability.
3) By working together, the NARRI Consortium aims to have a greater impact through complementing efforts, avoiding duplications, and gaining credibility for advocacy. The Consortium has reached over 1 million people so far and established strategic partnerships with the government of Bangladesh.
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The document provides background and objectives for a consultation with country-level practitioners from Africa regarding reforms to improve coherence of the UN system at the country level. It notes that the 2005 World Summit recognized the need for ambitious reforms to enable the UN to effectively fulfill its role in supporting development. The consultation aims to identify challenges faced at the country level in the new aid environment and propose reforms to optimize the UN's position and response. It outlines topics for discussion including the perceived role of the UN, experiences with UN programs and support, challenges to coherence, and ways to strengthen coordinated working at the country level through changes at both the country and headquarters levels.
The Comprehensive Political Guidance (CPG) is NATO's major 10-15 year policy document that sets the framework for Alliance capabilities, planning, and intelligence. It analyzes the future security environment and outlines the types of operations NATO must be able to conduct based on the Strategic Concept. The CPG defines NATO's top capability priorities as expeditionary forces. It is implemented through the defense planning process and a CPG Management Mechanism monitors fulfillment of capabilities and improves processes. The 2006 CPG was agreed to by NATO members and endorsed by Defense Ministers.
The document discusses the U.S. Army's strategic vision and priorities to remain the most highly trained and professional land force in the world. It aims to provide expeditionary and decisive landpower capabilities to prevent, shape and win in support of combatant commanders. The Army's strategic priorities are to develop adaptive leaders, maintain a globally responsive and regionally engaged force, ensure a ready and modern army, and sustain committed soldiers. The document also examines initiatives like Force 2025 to create a more agile and expeditionary force by 2025 and potentially transform the force even further beyond 2025 to conduct expeditionary maneuver.
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This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and responsive, community-led solutions.
Session.3.Yared_.Tsegay.Global forum VLR.pptxaryan524
This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and locally-led solutions.
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxbradburgess22840
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Why disaster risk reduction is all our businessLafir Mohamed
This presentation is a part of the main training wiht the development practitioners on sub national development planning. this discuss around the historical resilience features sri lanka had and the involvement of DRR and the currant results of the that.
Why disaster risk reduction is all our businessLafir Mohamed
presentation used in a training programe for the Development planers to understand the multi stakeholder responsibility towards Disaster Risk reduction.
NAP Expo 2015 Session VII, IV Regional approaches & NAPsNAP Events
Regional approaches to climate change and disaster risk reduction (DRR) are beneficial for Pacific island countries due to limited national capacity, separate coordination of climate change and DRR efforts, and overlap between the two issues. A regional approach allows for greater efficiency, coordination, optimal use of resources, and stronger governance. National Adaptation Plans (NAPs) provide an opportunity for countries to systematically address development and risk management challenges in an integrated way within their national context using both overseas development assistance and climate financing. Linking NAPs to joint national action plans (JNAPs) through national task forces, representation from NGOs and civil society, and established consultation processes can leverage tools like NAPAs and national communications. A
Similar to Responding to Regional Conflicts: How Good are SADC´s Reflexes for Peacekeeping - George Abel Mhango - Mzuzu University - 2012 Conference: Peacekeeping and Peace Enforcement (September 2012 - Lusaka, Zambia) (20)
How to Add Chatter in the odoo 17 ERP ModuleCeline George
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
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Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
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Responding to Regional Conflicts: How Good are SADC´s Reflexes for Peacekeeping - George Abel Mhango - Mzuzu University - 2012 Conference: Peacekeeping and Peace Enforcement (September 2012 - Lusaka, Zambia)
1. Responding to Regional Conflicts:
How Good are SADC’s Reflexes
for Peacekeeping?
A paper presented at the Southern African Centre for
Collaboration on Peace and Security Conference on
‘Peacekeeping and Peace Enforcement in Southern Africa,’
Chrismar Hotel, Lusaka,
21-23 September 2012
George Abel Mhango,
Mzuzu University
2. Outline of Presentation
• Context of Peacekeeping in SADC
• Potential for Peacekeeping in SADC
• Practice of Peacekeeping within SADC
• Conclusion
3. Background
• UN recognizes the role of sub-regional organizations in
conflict resolution on the basis of their comparative
advantage and also for burden sharing purposes.
• Since its establishment, SADC has experienced conflict
situations which have put the organization’s response
mechanisms to the test.
• In most cases a collective approach to peacekeeping has
been rare. (eg Lesotho and DRC)
4. Potential for Peacekeeping
• The formation of a SADC Brigade in 2007 – A
contingent of the African Standby Force
• Designed to be a 6000 strong contingent equipped
with inter alia, a brigade HQ, 4 infantry formations,
reconnaissance & engineering capabilities.
• As of 2009 it had undergone two successful
readiness exercises (MAPEX and CPX) and one field
training (Golfinho) involving 8000 soldiers
• Brigade was expected to be ready for deployment by
2010.
5. AU’s Assessment of SADC Brigade
in 2009
Framework Documents Done
Memorandum of
understanding
Done
PLANELM Done
Brigade HQ Not Done
Pledged Units Done
Civilian Component On-going
Centre of Excellence Done
Standby roster On-going
6. Practice of Peacekeeping
• The Politics of Capacity – The slowness in
operationalizing the SADC brigade which was
expected to be ready by 2010. (financial Constraints -
Pro -donors vs Anti-donor camps)
• Absence of Joint training doctrines that can address
the military, police and civilian aspects of the Brigade
• DRC remains the biggest flop of SADC peacekeeping
ambitions (A thorn in the flesh).
• Dismal showing reflects a bigger problem - the lack
of consensus on the level of integration suitable for
the region. Lack of normative congruence.
7. What ‘Burden Sharing’ Implies for SADC’s
Response to Peacekeeping
• SADC must avail resources for purposes of
peacekeeping (A huge challenge given SADC’s
perennial cry for financial resources. May impede on
the operationalization of the SADC brigade).
• There must be demonstrable political commitment
by SADC heads of states. (Calls for a proactive
Summit that is able to decide on peacekeeping.
Further calls for a common approach)
8. Conclusion
• The commitment of peacekeeping by SADC
remains a the level of rhetoric as long as its
‘standby’ force cannot respond to manifest
violent conflict in the region.
• Without political commitment at summit level
to respond, the administrative aspects of
peacekeeping will not translate into a
meaningful outcome.