This document is a country action plan for Indonesia for the year 2008. It outlines several problems and recommended actions to address them at both the project and country level. At the project level, issues addressed include lack of commitment from some district staff, low financial management capacity, and lack of knowledge management. Recommended actions include sending letters to increase staff commitment, providing training to improve financial skills, and developing knowledge products. At the country level, issues covered include completing a project review and sharing lessons learned between projects. The action plan provides details on the recommended actions, timeline, responsible parties, expected outcomes, and performance indicators to monitor progress.
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
Before launching a facility project, nonprofit boards and CEOs should have a clear sense of the entire process so they can maximize value while minimizing costs, risks and stress. This webinar touches on the critical information a board and CEO need to have before hiring an architect. It addresses roles and responsibilities (board,staff, architects, contractors, consultants), strategy, planning, programming, budgeting, architect and contractor selection, and client-favorable contracts.
Social Networking Strategy | Business Networking StrategyFraser Hay
Claim Your FREE Membership At http://www.growyourbusinessclub.co.uk
Grow Your Business Club is the world's first Peer-to-Peer Business Support Network With In-Built Progress Evaluation, Accountability, ROI Tracking & A Money Back Guarantee for Members.
Grow Your Business Club was launched on February 1st, 2013 and while still in its infancy now has members in 20 countries around the globe.
The Opportunity is not about Grow Your Business Club Can Do For Its Members, it's what the members can do for each other by sharing their knowledge, skills, contacts, and opportunities with each other to help build local sustainable businesses in local communities around the world.
Claim Your FREE Membership to Grow Your Business Club At http://www.growyourbusinessclub.co.uk and start Growing Your Business by sharing your knowledge, contacts and opportunities - TODAY.
The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for the period between 2016-2020,
On the eve of the celebration of the 25th anniversary of its founding, the First Children's Embassy in the World - Megjashi (FCEW) prepared its third five year long Strategic Plan for the period 2016 - 2020. This developed plan is the result of a participatory process that included participation from the staff and representatives of the management and supervisory bodies of the organization.
The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for the period between 2016-2020, through a participatory process of consultation and planning in the beginning of 2016. The inclusion of representatives of executive, managerial and supervisory bodies of the organization contributed to establishing shared expectations and goals.
Megjashi's Strategic Plan for 2016-2020 is the third document of this type. Experiences from previous cycles of strategic planning, and achievements in the implementation of previous strategic plans were the starting point for determining the strengths and weaknesses of the organization. The analysis of the environment pinpoints opportunities and threats for the organization in the current period.
In the framework of the strategic planning, Megjashi revises the statements in regards to the vision and mission of the organization, which, with certain clarifications and technical improvements (without substantial changes) clearly define the role of the organization in accordance with the changes in the environment and dynamic needs of the target group. The representatives of the Management Board, Supervisory Board and employees in Megjashi planned the main elements of the strategy as part of a three-day workshop in March 2016.
The development process and formulation of the Strategic Plan 2016-2020 was conducted by an external facilitator and was funded by Civica Mobilitas program of the Macedonian Center for International Cooperation.
Corporates have the reason, means and tools to facilitate the Sustainable Development, NGOs have the knowledge, empathy and bandwidth to reach the core issues at grassroots and solve them and Government has the authority and mechanism to govern the progress, keep it on track and above all the structure to initiate, facilitate, measure, review and retain all projects in control. A Creative and little liberal collaboration of Corporates’ CSR policy, reviewed for compliance with the legislative regulations and implementation of it by NGOs through Social Development Projects is the only win-win situation at the given point of time.
The objective of this research project is to analyze the opportunities in NGO and Government Sector for a marketing service provider. The research also focuses on deriving value addition to these clients in terms of cost and quality. Competitor analysis is an important aspect of this research.
The methodology followed for this research included two parts such as qualitative followed by quantitative research through one to one interview. Stratified sampling and convenient sampling were preferred for NGOs and Government Sector respectively. Using Factor Analysis three factors were found for NGOs which are Planning & Execution, Technological efficiency and Recruitment and can be outsourced. There are only 10% of NGOs who outsource events whereas 37% want to outsource and rest don’t need any service. Free service is their prime expectation from any service provider. In case of Government Sector perceptual mapping was done to find their perception regarding the efficiency of their current event management process so that their weaknesses could be considered while developing a strategy to approach them. Technology based services like social media promotion, website management, online event planner can be the major value additions to both NGOs and Government Sector as it is still unconquered by them. From competitor analysis it was found that there are some players in the market who provides free services to NGOs. In government sector many of the competitors are having either long term attachment or doing it through tender and bidding.
It is recommended that a marketing service provider should not go for NGOs segment as the margin is less and there are competitors providing free services. For Government sector, it should always hire local language speaking people to deal and it should convey the value addition that can be provided in terms of technology, cost and quality.
Before launching a facility project, nonprofit boards and CEOs should have a clear sense of the entire process so they can maximize value while minimizing costs, risks and stress. This webinar touches on the critical information a board and CEO need to have before hiring an architect. It addresses roles and responsibilities (board,staff, architects, contractors, consultants), strategy, planning, programming, budgeting, architect and contractor selection, and client-favorable contracts.
Social Networking Strategy | Business Networking StrategyFraser Hay
Claim Your FREE Membership At http://www.growyourbusinessclub.co.uk
Grow Your Business Club is the world's first Peer-to-Peer Business Support Network With In-Built Progress Evaluation, Accountability, ROI Tracking & A Money Back Guarantee for Members.
Grow Your Business Club was launched on February 1st, 2013 and while still in its infancy now has members in 20 countries around the globe.
The Opportunity is not about Grow Your Business Club Can Do For Its Members, it's what the members can do for each other by sharing their knowledge, skills, contacts, and opportunities with each other to help build local sustainable businesses in local communities around the world.
Claim Your FREE Membership to Grow Your Business Club At http://www.growyourbusinessclub.co.uk and start Growing Your Business by sharing your knowledge, contacts and opportunities - TODAY.
The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for the period between 2016-2020,
On the eve of the celebration of the 25th anniversary of its founding, the First Children's Embassy in the World - Megjashi (FCEW) prepared its third five year long Strategic Plan for the period 2016 - 2020. This developed plan is the result of a participatory process that included participation from the staff and representatives of the management and supervisory bodies of the organization.
The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for the period between 2016-2020, through a participatory process of consultation and planning in the beginning of 2016. The inclusion of representatives of executive, managerial and supervisory bodies of the organization contributed to establishing shared expectations and goals.
Megjashi's Strategic Plan for 2016-2020 is the third document of this type. Experiences from previous cycles of strategic planning, and achievements in the implementation of previous strategic plans were the starting point for determining the strengths and weaknesses of the organization. The analysis of the environment pinpoints opportunities and threats for the organization in the current period.
In the framework of the strategic planning, Megjashi revises the statements in regards to the vision and mission of the organization, which, with certain clarifications and technical improvements (without substantial changes) clearly define the role of the organization in accordance with the changes in the environment and dynamic needs of the target group. The representatives of the Management Board, Supervisory Board and employees in Megjashi planned the main elements of the strategy as part of a three-day workshop in March 2016.
The development process and formulation of the Strategic Plan 2016-2020 was conducted by an external facilitator and was funded by Civica Mobilitas program of the Macedonian Center for International Cooperation.
Corporates have the reason, means and tools to facilitate the Sustainable Development, NGOs have the knowledge, empathy and bandwidth to reach the core issues at grassroots and solve them and Government has the authority and mechanism to govern the progress, keep it on track and above all the structure to initiate, facilitate, measure, review and retain all projects in control. A Creative and little liberal collaboration of Corporates’ CSR policy, reviewed for compliance with the legislative regulations and implementation of it by NGOs through Social Development Projects is the only win-win situation at the given point of time.
The objective of this research project is to analyze the opportunities in NGO and Government Sector for a marketing service provider. The research also focuses on deriving value addition to these clients in terms of cost and quality. Competitor analysis is an important aspect of this research.
The methodology followed for this research included two parts such as qualitative followed by quantitative research through one to one interview. Stratified sampling and convenient sampling were preferred for NGOs and Government Sector respectively. Using Factor Analysis three factors were found for NGOs which are Planning & Execution, Technological efficiency and Recruitment and can be outsourced. There are only 10% of NGOs who outsource events whereas 37% want to outsource and rest don’t need any service. Free service is their prime expectation from any service provider. In case of Government Sector perceptual mapping was done to find their perception regarding the efficiency of their current event management process so that their weaknesses could be considered while developing a strategy to approach them. Technology based services like social media promotion, website management, online event planner can be the major value additions to both NGOs and Government Sector as it is still unconquered by them. From competitor analysis it was found that there are some players in the market who provides free services to NGOs. In government sector many of the competitors are having either long term attachment or doing it through tender and bidding.
It is recommended that a marketing service provider should not go for NGOs segment as the margin is less and there are competitors providing free services. For Government sector, it should always hire local language speaking people to deal and it should convey the value addition that can be provided in terms of technology, cost and quality.
THE OBJECTIVES
•How not why
•CSR v PR
•The Business Case
•To assist communication with business
•To help maximize value from business partnership opportunities.
ISSUES AND CHALLENGES
•The boundaries of responsibility
•Beyond compliance
•Setting and meeting standards
•Building trust and confidence
•Governance and corruption
•Local economic development
•Social inclusion
•Environmental protection
•Emerging population issues
•Making partnerships work
DEFINING ‘PARTNERSHIP’
•“An association between people in business where the risks and benefits are shared”
•“A relationship between people (as in marriage, games-playing and dancing)”
What Works
•Business Imperative : The Business Case
•Transparency
•Shared vision, goal and objectives
•Partnership
•Understanding of ‘others’ perspective
•Understanding of reality what works
•Adaptability and adoptability
What does not Work
•Arrogance
•Contractor –contractee relationship
•No match with core objectives of both the NGO and the Corporate
•Too much of turbulence in the external environment
Some Successful examples
•Project Shakti
•Daimler Chrysler
•One world and British Telecom
•Microsoft and CAP foundation
In this pitch, delivered at the 2010 American Chamber of Commerce CSR conference, I spoke about the need the internal/ external dynamics of developing partnerships with local NGOs, and the trend away from globally centralized programs to locally engaging programs.
Even those who have a rough idea as to what Public-private Partnership involves, may find it difficult to associate the concept with NGOs. In India, after all, the Government and NGOs are seldom found on the same side. But obviously there are exceptions to this; the Public-private Partnership between these two sides to implement the Mid-day Meal Programme is one of the best examples of the same.
Dashboards and “Balanced Scorecards” have been proposed as a communication tool and executive summary of program performance. They can capture a variety of inputs and display them in one place.
Key Performance Indicators (KPIs) and metrics are typically displayed by an assortment of dials, gauges and stoplights that resemble those found in a commercial plane cockpit.
But to be effective the dashboard must really track all key program dimensions since a failure in any one can undermine the program.
The dashboard must reflect the strategic business objectives that the program is trying to achieve; key dimensions to assess strategy effectiveness; and key process and control factors to assure true progress is being made towards the strategic business objectives. Many times measures are chosen without adequate attention given to the driving strategic business objectives. In those instances the program team track measures and then tries to figure out what the objectives are.
The attached paper entitled, “Program Management Dashboards” appears in this month’s PM World Today and suggests dashboard parameters applicable to large engineering and construction programs. It is based on the Strategic Program Management system illustrated below.
I hope you find this information of value as you undertake your own efforts in managing large programs.
"Monitoring and Evaluation System for CAADP Implementation", presentation by Babatunde Omilola at the CAADP Monitoring and Evaluation Framework Validation Workshop held at the Indaba Hotel, Johannesburg, South Africa March 1-3, 2010.
Business and Strategic Alignment in EA – Practical Guidelines Based on Indust...IASA
Business and Strategic Alignment in EA – Practical Guidelines Based on Industry Best Practices - Dave Guevara
As IASA members we are constantly reminded that architects are responsible for connecting business to IT. Business alignment is indicated in architecture frameworks like TOGAF or Zachman as an important step. However, the challenge comes in getting this done where EA is not top-down driven, short term deadlines always win over strategic efforts and standards like ITIL, COBIT and BPMN help but don’t really answer how There is a great deal of writing about EA, SOA, their benefits and how they need to be driven by business needs. The architect is still left with diverse guidance that provides little practical help on how exactly to conduct line-of-sight alignment between business strategy and system implementation. In this discussion, we will look at this issue from four perspectives:
1. Practical means of determining business value and impact, then creating alignment to your future state architectures.
2. Top-down view using an EA framework.
3. Bottoms up view in a future state architecture
4. Business functional model related to an application functional model
5. Practical suggestions that work now and can scale over time
Considerations in Selecting and Protecting Your IT Investment
Status Indonesia Action Plan 2008 March09
1. Country Action Plan
Country: Year: 2008
Priority Cost and
Problem/issue to be Action to be Time line for
# Recommended action status financing Expected benefits
addressed taken by? implementation
[H/M/L] source
2. Country Action Plan
Country: Year: 2008
Priority Cost and
Problem/issue to be Action to be Time line for
# Recommended action status financing Expected benefits
addressed taken by? implementation
[H/M/L] source
3. Country Action Plan
Country: Year: 2008
Priority Cost and
Problem/issue to be Action to be Time line for
# Recommended action status financing Expected benefits
addressed taken by? implementation
[H/M/L] source
7. Country Action Plan
Country: INDONESIA Year: 2008
INDONESIA COUNTRY PROGRAM ACTION
STATUS ACTION PLAN AS PER MARCH 4, 2009
Priority Cost and
Action to be Time line for Performance
# Problem/issue to be addressed Recommended action status financing Expected benefits
taken by? implementation indicator
[H/M/L] source
PROJECT LEVEL :
Participatory Integrated
Development in Rainfed Area
(PIDRA)
Project Management
Lack commitment of some send a letter to Bupati of the DG of Food number of
district project staff to work for participating districts Security as the uncommitted
By January more stable project
1 the project in full time basis, no requesting to provide qualified H project PIDRA project staff
2008 staff
staff replacement during the and strong committed project executing reduced by the end
project life staff agency of the project
number of financial
low capacity of project district
conduct refreshing training on Project / IFAD by December PIDRA & better project financial staff with improved
2 financial staff and NGO in H
financial reporting and audit mission 2007 IFAD report at district level skills in financial
financial reporting
reporting
Knowldege Management
project experiences (a) Types and
(a) develop project website; (b)
project outputs and and lessons learned number of media
develop and produced printed by March -
3 achievement are not H Project PIDRA can be shared with produced; (b)
materials (leaflet, booklet) and November 2008
documented and managed well and replicated by number of the
VCD/VD
other programs media recipients
8. Country Action Plan
Country: INDONESIA Year: 2008
Priority Cost and
Action to be Time line for Performance
# Problem/issue to be addressed Recommended action status financing Expected benefits
taken by? implementation indicator
[H/M/L] source
the project can share
frequency of the
experience and
project is not active yet in assign a project staff as a project contacts
4 M Project January 2008 PIDRA lessons learned with
ENRAP mailing list liasion for ENRAP mailing list with ENRAP
other IFAD project
mailing list
world wide
Project Sustainability
(a) seek other available micro
established village number and
the established micro finance finance programs of the
micro finance will amount of village
institutions at village levels are government; (b) seek Project/ DG of January -
5 not well developed due to lack H PIDRA operate / function in micro finance
assistance to IFAD to provide Food Security December 2008
2008 to serve the institutions receive
of initial capital special grant for development
poor capital support
micro finance at village
Rural Empowerment and
Agricultural Development
(READ) - Central Sulawesi
Loan Administration
9. Country Action Plan
Country: INDONESIA Year: 2008
Priority Cost and
Action to be Time line for Performance
# Problem/issue to be addressed Recommended action status financing Expected benefits
taken by? implementation indicator
[H/M/L] source
MoF,
There is a government policy to
to decide the status of the BAPPENAS, The project is able to Decision on the
change the status of the project
1 from local to central project from local to central H AAHRD, BIC, January 2008 MoA be implemented status of the project
has been undertaken
government Bureau Planning immediately
government
of MoA
COUNTRY LEVEL :
Project completion
lessons learned of (a) Number of
results and impact beneficiaries
IFAD and based of the project can increased income; (b)
IFAD to conduct a project IFAD and
1 Completion review of P4K H Apr-08 be informed and shared numbe of success
completion review AAHRD of MoA MoA with the National stories to be shared
Program of Community with other CD
Development programs
Knowledge Management
(a) Number of
other projects will projects attending
BIC organize a workshop :
BIC/ Burea learn from lessons the workshop; (b)
exchange experience/lessons
Sharing experience between projects of
2 H Planning - MoA, May 2008 learned of PIDRA on topic area shared
learned from PIDRA to other
IFAD supported projects MoA
projects (READ, Village Food and PIDRA Community among the
Self-Reliance Program, etc) Development participating
projects
11. Country Action Plan
Country: INDONESIA Year: 2008
RESULTS
8 districts already mobilized full time staff to
work for the project
34 Financial Staff from districts, province and
central were trained on financial management,
procurement. 70 % of the trained staff are
able to perform financial management
The outputs have been documented in website,
leaflets, agriculture news paper, films
12. Country Action Plan
Country: INDONESIA Year: 2008
RESULTS
not achieved yet due to llack capacity of staff
237 villages already established saving and
lending activities for income generating
activities; 2 districts already established
district cooperatives
13. Country Action Plan
Country: INDONESIA Year: 2008
RESULTS
The government already decided to change
the status of the project as a central
government project on 4 April 2008
The report has been submitted to IFAD in July
2008
Not yet conducted due to availability of funding
14. Country Action Plan
Country: INDONESIA Year: 2008
RESULTS
The review has been completed, and the
Financing Agreement has been signed February
11, 2009
The final COSOP has been submitted to the
government for distribution to stakeholders in
January 2009
Last supervision has been completed in
November/December 2008, and the report has
been submitted to the government on February
2009
Completed
Completed
not yet completed, need to be resecheduled
15. Calender of activities
Country: Year: 2008
Action / Mission January February March April May June July August September October November December