Presentation made by Nehru B. Essomba, Chief Technical Advisor (CTA) of the SADP project. It addresses current information on Swaziland, the project context of changes, recent project arrangements on the implementation process, main deliveries to date, and future challenges and way forward.
The SADP is a 5-years programme, established in 2009, with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
Response to Mid-Term Evaluation - Swaziland Agricultural Development ProgrammeFAO
Presentation made by Julien De Meyer, Agriculture Research Officer in FAO and Lead Technical officer of the Swaziland Agriculture Development Programme (SADP) on the results of the mid-term evaluation. SADP was established in 2009 to revitalize agriculture and contribute to the creation of a vibrant commercial agricultural sector in Swaziland.
The presentation is based on a research master thesis and addresses SADP main issues and challenges, actions taken, results from a stakeholders survey and lessons learnt.
The SADP is a 5-years programme with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
1) CTEEP presented its 1Q09 results and provided an update on the company.
2) Key highlights included improvements to CTEEP's organizational structure to guarantee greater responsiveness in decision making, and the establishment of a new business development department in line with the company's growth strategy.
3) CTEEP's 1Q09 operating revenue was R$4.468 billion, an increase of 11.8% over 1Q08, driven primarily by revenue linked to the uptime of the company's transmission assets.
4Sight SDS specializes in developing sales excellence through tailored solutions like their CPQTM program. The program measures and develops selling skills using real customers and feedback. It provides detailed reports on strengths, areas for development, and benchmarking to guide targeted training. Clients report that the tailored events and detailed outputs help align training with their models and objectives.
The document provides an overview of the Ethics Poll survey, which measures employee perceptions of ethical practices and procedures in their organization. It describes the survey as assessing perceptions of how work relates to the organization's mission and how things get done. The survey is intended to help employers identify gaps, gain insight into decision-making, and monitor their ethics climate over time. It also outlines the resources required to implement the Ethics Poll at different organization sizes.
Smoothly passing the baton from captive to outsourced service delivery in jus...sharedserviceslink.com
Leading the transition of your shared services activities to an outsourcer can be an exciting yet daunting project, but also a sad time as many of your SSC staff will be made redundant.
In this session, Michelle Adams will prepare you well for this journey by sharing how to:
• Attain business as usual in just a few months
• Handle the motivation of outgoing staff to transfer knowledge to your outsourcing partner
• Set up the right governance structures to ensure your business units’ needs are addressed and SLAs are being delivered
Apresentação barclays capital 2010 latin america regulated industries confe...algar_ri
The document provides an overview of the Algar Group, a Brazilian telecommunications company. It discusses Algar Telecom, the group's telecom segment, including its strategy, business areas, financial results, and debt levels. It also summarizes other Algar Group business segments such as Algar Tecnologia, which focuses on IT, BPO, and consulting solutions. The document highlights the group's growth areas, strategic focus on customers, and solid financial and governance structure.
Response to Mid-Term Evaluation - Swaziland Agricultural Development ProgrammeFAO
Presentation made by Julien De Meyer, Agriculture Research Officer in FAO and Lead Technical officer of the Swaziland Agriculture Development Programme (SADP) on the results of the mid-term evaluation. SADP was established in 2009 to revitalize agriculture and contribute to the creation of a vibrant commercial agricultural sector in Swaziland.
The presentation is based on a research master thesis and addresses SADP main issues and challenges, actions taken, results from a stakeholders survey and lessons learnt.
The SADP is a 5-years programme with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
1) CTEEP presented its 1Q09 results and provided an update on the company.
2) Key highlights included improvements to CTEEP's organizational structure to guarantee greater responsiveness in decision making, and the establishment of a new business development department in line with the company's growth strategy.
3) CTEEP's 1Q09 operating revenue was R$4.468 billion, an increase of 11.8% over 1Q08, driven primarily by revenue linked to the uptime of the company's transmission assets.
4Sight SDS specializes in developing sales excellence through tailored solutions like their CPQTM program. The program measures and develops selling skills using real customers and feedback. It provides detailed reports on strengths, areas for development, and benchmarking to guide targeted training. Clients report that the tailored events and detailed outputs help align training with their models and objectives.
The document provides an overview of the Ethics Poll survey, which measures employee perceptions of ethical practices and procedures in their organization. It describes the survey as assessing perceptions of how work relates to the organization's mission and how things get done. The survey is intended to help employers identify gaps, gain insight into decision-making, and monitor their ethics climate over time. It also outlines the resources required to implement the Ethics Poll at different organization sizes.
Smoothly passing the baton from captive to outsourced service delivery in jus...sharedserviceslink.com
Leading the transition of your shared services activities to an outsourcer can be an exciting yet daunting project, but also a sad time as many of your SSC staff will be made redundant.
In this session, Michelle Adams will prepare you well for this journey by sharing how to:
• Attain business as usual in just a few months
• Handle the motivation of outgoing staff to transfer knowledge to your outsourcing partner
• Set up the right governance structures to ensure your business units’ needs are addressed and SLAs are being delivered
Apresentação barclays capital 2010 latin america regulated industries confe...algar_ri
The document provides an overview of the Algar Group, a Brazilian telecommunications company. It discusses Algar Telecom, the group's telecom segment, including its strategy, business areas, financial results, and debt levels. It also summarizes other Algar Group business segments such as Algar Tecnologia, which focuses on IT, BPO, and consulting solutions. The document highlights the group's growth areas, strategic focus on customers, and solid financial and governance structure.
An introduction to Areva T&D FSSC lean service - sharedserviceslink.comsharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
This business plan outlines the goals and strategies of the Hants RDA for 2009-2010. It aims to create new value for municipal investors through regional economic development initiatives totaling an estimated $607,000. Key areas of focus include regional promotion, business development, community development, and advocacy. The plan is aligned with the organization's strategic direction over 2008-2011 to better support partners and clients through its role as a connector of economic opportunities in Hants County.
The document discusses portfolio management in product development. It explains that portfolio management seeks to maintain the optimal balance of research and development programs to support business strategy based on criteria like risk and reward. It also notes that R&D project decisions draw on finite resources and their effects need to be understood in the context of all projects to effectively allocate budgets while managing risk. Finally, it emphasizes integrating R&D strategy with implementation.
The document provides information about the leadership team and member relations at Fairtrade International. It outlines the leadership team members and their responsibilities for implementing strategy, delivering high-quality services, and creating a collaborative environment. It also describes the tools and services Fairtrade provides to support producers, members, licensees, and partners. Communication and cooperation across the system occurs through member calls, clustering models, representation on committees, and collaboration on projects and strategies.
A practice review is a comprehensive evaluation of a medical practice's key processes and operations. It identifies weaknesses and outlines improvement actions. Typical areas reviewed include clinical processes, practice management, information technology, and revenue cycle management. As part of a revenue cycle review, current billing performance, costs, and trends are analyzed. Key metrics like charges, adjustments, payments, and accounts receivable are examined. Benchmarks are used to identify performance gaps and guide desired outcomes.
The document discusses the Kingdom of Swaziland in southern Africa and mentions Mlilwane, its capital Mbabane, the Reed Dance ceremony, and King Mswati III. It concludes with mentioning the end and music by Mafikizolo.
Swaziland is a landlocked country located in Southern Africa, bordered by South Africa and Mozambique. It has a population of around 1.2 million and its capital and largest city is Mbabane. Swaziland has a monarchical form of government led by King Mswati III. The economy relies heavily on agriculture and manufacturing such as textiles and sugar processing. Health is critically affected by the HIV/AIDS pandemic, which has caused life expectancy to drop to just 32 years.
The flag of Swaziland represents its history, wealth, and peace. The country is landlocked within South Africa and has attractions including its capital Mbabane with sites of historical and cultural significance. The people of Swaziland include the royal family and locals from different tribes who wear locally made clothing incorporating the flag symbol and red colors representing past wars.
new water-free toilet, hygienic and maintenance free 2012lumisonic
The document describes an ecological, maintenance-free toilet system called the "Health Standard". It separates urine and feces to promote dehydration without humidity or odor issues. It does not use water, prevents disease spread, and is very affordable. The system is a cube-shaped device for receiving human waste that decomposes without polluting. It has many advantages over conventional drainage systems like low costs, no water usage or pollution, and fits in small spaces.
Swaziland is mentioned repeatedly in the document. In a very concise summary, the document consists solely of the word "Swaziland" written ten separate times.
This document introduces the SAI Performance Measurement Framework (PMF), which is intended to provide a high-level assessment of Supreme Audit Institution (SAI) performance against INTOSAI guidance and standards. The PMF analyzes 7 domains of SAI performance and aims to assess the value and benefits of SAIs. It can be used for SAI self-assessments, peer reviews, or external assessments. The PMF is being developed by the INTOSAI Working Group on the Value and Benefits of SAIs and will undergo piloting and revisions before finalization. The document outlines the benefits of SAIs using the PMF and risks that need to be mitigated.
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
The document outlines the MV-PIOVI cycle, an offerings framework used by Millennia-Vision Consulting. The cycle consists of four phases - plan, implement, operate, and improve/verify. Each phase has several focus areas that Millennia-Vision Consulting can provide services for, such as business planning, enterprise architecture, quality assurance, and change management. The framework is intended to help clients achieve their business mission, vision, values, objectives and goals.
Transforming Public Service Delivery Through OSS MyGOSSCON 2008. Dr. Nor Aliah bt Mohd Zahri
Deputy Director General (ICT),
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU)
The document provides guidelines for transitioning functions from one term to the next. It outlines why transition is important, the transition flow, tasks, and guidelines. Key points include:
- Transition is needed because AIESEC terms are only one year, so experience is lost without proper handover.
- Transition tasks for the incoming and outgoing teams include reality reports, meetings, project handovers by certain deadlines.
- Guidelines are provided for the reality reports to analyze the function's resources, management, products, history and case studies.
- Additional guidelines cover coaching between current and elected teams on responsibilities and skills.
The document provides a template for a Project Action Team Charter that can be used to guide the creation of charters for process improvement teams. It includes sections for identifying the team and improvement opportunity, objectives, metrics, milestones, resources, boundaries, stakeholders, and a communication plan. The template is intended to clearly define the team's purpose and ensure agreement between the executive sponsor, team leader, and facilitator on what the team aims to accomplish.
Our presentation on M&E for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
1. Project managers submit detailed plans (LLPs) each Thursday, which are reviewed and consolidated into a single plan uploaded to the database.
2. The consolidated plan and an Excel export are uploaded to the database and used to update management reports.
3. Queries are run on the updated data to analyze plan status and dependencies so management can make decisions on accepting delays or changes.
The document discusses Indonesia's Public Financial Management (PFM) reforms and the implementation of its Integrated Financial Management Information System (IFMIS) called SPAN. It provides an overview of Indonesia's economy and government structure. It also outlines the World Bank's support for PFM reforms through loans and grants since 2004. The implementation of SPAN aims to integrate budget preparation, payment processing, accounting, and reporting across Indonesia's national and sub-national governments. The project utilizes various consultants and a commercial off-the-shelf (COTS) solution to design and roll out the new system over several years.
The document summarizes the comprehensive enterprise reporting efforts at STIB-MIVB, the regional public transportation organization for Brussels. It outlines the vision and roadmap to establish a BI competence center, including establishing standards and procedures, defining KPIs and reports, and clarifying roles. It describes progress made in stabilizing systems, implementing quality processes, and providing reporting for key business units like operations, HR, and transportation data. Future challenges include further master data harmonization, maintaining quality disciplines, strong sponsorship, and fully integrating BI reporting across the enterprise.
An introduction to Areva T&D FSSC lean service - sharedserviceslink.comsharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
This business plan outlines the goals and strategies of the Hants RDA for 2009-2010. It aims to create new value for municipal investors through regional economic development initiatives totaling an estimated $607,000. Key areas of focus include regional promotion, business development, community development, and advocacy. The plan is aligned with the organization's strategic direction over 2008-2011 to better support partners and clients through its role as a connector of economic opportunities in Hants County.
The document discusses portfolio management in product development. It explains that portfolio management seeks to maintain the optimal balance of research and development programs to support business strategy based on criteria like risk and reward. It also notes that R&D project decisions draw on finite resources and their effects need to be understood in the context of all projects to effectively allocate budgets while managing risk. Finally, it emphasizes integrating R&D strategy with implementation.
The document provides information about the leadership team and member relations at Fairtrade International. It outlines the leadership team members and their responsibilities for implementing strategy, delivering high-quality services, and creating a collaborative environment. It also describes the tools and services Fairtrade provides to support producers, members, licensees, and partners. Communication and cooperation across the system occurs through member calls, clustering models, representation on committees, and collaboration on projects and strategies.
A practice review is a comprehensive evaluation of a medical practice's key processes and operations. It identifies weaknesses and outlines improvement actions. Typical areas reviewed include clinical processes, practice management, information technology, and revenue cycle management. As part of a revenue cycle review, current billing performance, costs, and trends are analyzed. Key metrics like charges, adjustments, payments, and accounts receivable are examined. Benchmarks are used to identify performance gaps and guide desired outcomes.
The document discusses the Kingdom of Swaziland in southern Africa and mentions Mlilwane, its capital Mbabane, the Reed Dance ceremony, and King Mswati III. It concludes with mentioning the end and music by Mafikizolo.
Swaziland is a landlocked country located in Southern Africa, bordered by South Africa and Mozambique. It has a population of around 1.2 million and its capital and largest city is Mbabane. Swaziland has a monarchical form of government led by King Mswati III. The economy relies heavily on agriculture and manufacturing such as textiles and sugar processing. Health is critically affected by the HIV/AIDS pandemic, which has caused life expectancy to drop to just 32 years.
The flag of Swaziland represents its history, wealth, and peace. The country is landlocked within South Africa and has attractions including its capital Mbabane with sites of historical and cultural significance. The people of Swaziland include the royal family and locals from different tribes who wear locally made clothing incorporating the flag symbol and red colors representing past wars.
new water-free toilet, hygienic and maintenance free 2012lumisonic
The document describes an ecological, maintenance-free toilet system called the "Health Standard". It separates urine and feces to promote dehydration without humidity or odor issues. It does not use water, prevents disease spread, and is very affordable. The system is a cube-shaped device for receiving human waste that decomposes without polluting. It has many advantages over conventional drainage systems like low costs, no water usage or pollution, and fits in small spaces.
Swaziland is mentioned repeatedly in the document. In a very concise summary, the document consists solely of the word "Swaziland" written ten separate times.
This document introduces the SAI Performance Measurement Framework (PMF), which is intended to provide a high-level assessment of Supreme Audit Institution (SAI) performance against INTOSAI guidance and standards. The PMF analyzes 7 domains of SAI performance and aims to assess the value and benefits of SAIs. It can be used for SAI self-assessments, peer reviews, or external assessments. The PMF is being developed by the INTOSAI Working Group on the Value and Benefits of SAIs and will undergo piloting and revisions before finalization. The document outlines the benefits of SAIs using the PMF and risks that need to be mitigated.
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
The document outlines the MV-PIOVI cycle, an offerings framework used by Millennia-Vision Consulting. The cycle consists of four phases - plan, implement, operate, and improve/verify. Each phase has several focus areas that Millennia-Vision Consulting can provide services for, such as business planning, enterprise architecture, quality assurance, and change management. The framework is intended to help clients achieve their business mission, vision, values, objectives and goals.
Transforming Public Service Delivery Through OSS MyGOSSCON 2008. Dr. Nor Aliah bt Mohd Zahri
Deputy Director General (ICT),
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU)
The document provides guidelines for transitioning functions from one term to the next. It outlines why transition is important, the transition flow, tasks, and guidelines. Key points include:
- Transition is needed because AIESEC terms are only one year, so experience is lost without proper handover.
- Transition tasks for the incoming and outgoing teams include reality reports, meetings, project handovers by certain deadlines.
- Guidelines are provided for the reality reports to analyze the function's resources, management, products, history and case studies.
- Additional guidelines cover coaching between current and elected teams on responsibilities and skills.
The document provides a template for a Project Action Team Charter that can be used to guide the creation of charters for process improvement teams. It includes sections for identifying the team and improvement opportunity, objectives, metrics, milestones, resources, boundaries, stakeholders, and a communication plan. The template is intended to clearly define the team's purpose and ensure agreement between the executive sponsor, team leader, and facilitator on what the team aims to accomplish.
Our presentation on M&E for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
1. Project managers submit detailed plans (LLPs) each Thursday, which are reviewed and consolidated into a single plan uploaded to the database.
2. The consolidated plan and an Excel export are uploaded to the database and used to update management reports.
3. Queries are run on the updated data to analyze plan status and dependencies so management can make decisions on accepting delays or changes.
The document discusses Indonesia's Public Financial Management (PFM) reforms and the implementation of its Integrated Financial Management Information System (IFMIS) called SPAN. It provides an overview of Indonesia's economy and government structure. It also outlines the World Bank's support for PFM reforms through loans and grants since 2004. The implementation of SPAN aims to integrate budget preparation, payment processing, accounting, and reporting across Indonesia's national and sub-national governments. The project utilizes various consultants and a commercial off-the-shelf (COTS) solution to design and roll out the new system over several years.
The document summarizes the comprehensive enterprise reporting efforts at STIB-MIVB, the regional public transportation organization for Brussels. It outlines the vision and roadmap to establish a BI competence center, including establishing standards and procedures, defining KPIs and reports, and clarifying roles. It describes progress made in stabilizing systems, implementing quality processes, and providing reporting for key business units like operations, HR, and transportation data. Future challenges include further master data harmonization, maintaining quality disciplines, strong sponsorship, and fully integrating BI reporting across the enterprise.
The document outlines NASA's plan to improve its implementation of internal controls as required by OMB Circular A-123. It proposes changes to NASA's governance structure including making the Director of the Office of Program and Institutional Integration (OPII) the chair of the Senior Assessment Team to better integrate controls across the agency. The plan is to assess internal controls at more discrete "assessable units" and have program managers work closely with institutional counterparts to ensure requirements are met.
Using Specific Intergovernmental Transfers to Buy Local Results
The document discusses using performance grants to link subnational government performance measurement to management. It presents a basic framework of using indicators to trigger fiscal rewards for subnational governments. An 8-point checklist is provided for designing effective performance grant programs, including ensuring objectives are clear, indicators are measurable and attributable to subnational actions, and incentives are adequate and credible. International examples from countries like Australia, Russia, Indonesia and EU members demonstrate different models of performance grants.
This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.
This document provides an overview of a BPO project to provide back office and middle office support for the fixed income and equity derivatives trading floors of a large European investment bank. The services include trade capture, trade confirmations, trade settlement, trade reconciliation, and MIS reporting across United States, United Kingdom, Asia Pacific, China, and other regions. The project started as a pilot in 2008 and ramped up over time, with the Shanghai facility now supporting over 120 FTEs across the trade lifecycle including requirements gathering, planning, execution, transition, and steady state operations.
The document discusses the role of in-house consulting at NASA. It proposes that staff offices at NASA centers can take on the perspective of internal consultants by understanding project manager needs, interpreting policies, developing expertise, and providing ongoing support. This would help staff offices maintain relevance and justify their roles, rather than focusing only on processes. Examples are provided of how NASA Goddard's Policy and Standards Office takes a consulting approach to activities like Integrated Baseline Reviews. Potential benefits include improved consistency, training, and cultural alignment across NASA. Risks of undesirable roles like being an "enforcer" or "going native" are also discussed.
This document summarizes the process used by Cenovus Energy to develop an ERP roadmap. A cross-functional team created a 5-year roadmap based on business and vendor input. It identified moving from multiple systems to an integrated ERP system as the future state. Key prerequisites included rationalizing applications, defining master data ownership, and establishing IT governance. The next steps outlined establishing governance, scoping the changes, and a technology refresh to prepare for an ERP reimplementation starting in late 2010.
S&OP at Newell Rubbermaid: Moving Beyond the Basicsadownard
The document discusses Newell Rubbermaid's strategy for improving its Sales and Operations Planning (S&OP) process. It outlines workstreams focused on people, process, and technology to drive S&OP compliance and effectiveness. The initial focus is on executing the basics of S&OP well within each business entity before expanding coordination between entities and moving beyond foundational S&OP practices. Key capabilities like forecasting and inventory optimization will be integrated into a standardized global S&OP framework.
The document discusses the Next Generation Controlling project at Deutsche Post World Net. The project aims to transform the company's Controlling organization into an "Advanced Navigator" that better supports management. Phase 1 involved a thorough analysis of the current performance of Controlling through interviews and a survey. While Controlling has adapted successfully to changes, the analysis found room for improvement. Phase 2 will implement the IMPACT program using 11 initiatives to address opportunities identified across 6 levels, including Controlling's mission, key processes, systems, and organization. The goal is to clearly improve efficiency and effectiveness.
This document provides a summary profile of Manish Aggarwal, an IT professional with over 14 years of experience including 9 years working with SAP. It includes details on his education, technical skills, training, and work history leading SAP quality management and validation projects across multiple industries for organizations like IBM, Fujitsu, and Siemens. His experience spans the project lifecycle from preparation and implementation to post go-live support.
Global Trends in the Design and Implementation of Financial Management Inform...icgfmconference
The document summarizes a study on trends in financial management information system (FMIS) projects from 1984 to 2010. Some key findings are that political commitment, adequate preparation, careful prioritization and sequencing, and developing institutional capacity early are crucial for success. It also suggests that FMIS implementation typically takes 6-7 years and follows a methodology of assessing needs, customized solution design, capacity strengthening, and long-term implementation and support.
Similar to Swaziland Agricultural Development Programme : Recent arrangements, Achievements, Challenges & Way Forward (20)
Agenda of the 5th NENA Soil Partnership meetingFAO
The Fifth meeting of the Near East and North African (NENA) Soil Partnership will take place from 1-2 April 2019 in Cairo, Egypt. The objectives of the meeting are to consolidate the NENA Soil Partnership, review the work plan, organize activities to establish National Soil Information Systems, agree to launch a Regional Soil Laboratory for NENA, and strengthen networking. The meeting agenda includes discussions on soil information systems, a soil laboratory network, and implementing the Voluntary Guidelines for Sustainable Soil Management. The performance of the NENA Soil Partnership will also be assessed and future strategies developed.
This document summarizes the proceedings of the first meeting of the Global Soil Laboratory Network (GLOSOLAN). GLOSOLAN was established to harmonize soil analysis methods and strengthen the performance of laboratories through standardized protocols. The meeting discussed the role of National Reference Laboratories in promoting harmonization, and how GLOSOLAN is structured with regional networks feeding into the global network. Progress made in 2018 included registering over 200 laboratories, assessing capacities and needs, and establishing regional networks. The work plan for 2019 includes further developing regional networks, standard methods, a best practice manual, and the first global proficiency testing. The document concludes by outlining next steps to launch the regional network for North Africa and the Near East.
04062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
2. Presentation Outline
1. About Swaziland
2. Context of changes
3. Recent arrangements
4. Main Deliveries
5. Challenges & Way Forward
3. ABOUT
SWAZILAND
Land Area: 17,364 sq km
Population: 1,067,773 (2011) (47% M,
53%F)
Agriculture: Backbone of national
economy, employs ¾ of the working
population
Food security: about 7% of the
population in food insecurity (2011/12)
Poverty: about 63% of the population
below the poverty line
Livelihood: about 12% population face
livelihood deficits , due to economic and
income constraints
HIV : 42% of pregnant women HIV +
(highest prevalence rate in the world).
26% of the population aged between 15
and 49 years HIV +.
Political Situation: growing pressure from
popular demand for political change
Economic situation: Severe fiscal deficit
(up to 14.3% of GDP in 2010/11 following
a sharp decline in revenues from the
Southern African Customs Union (SACU)
4. Presentation Outline
1. About Swaziland
2. Context of changes
3. Recent arrangements
4. Main Deliveries
5. Challenges & Way Forward
6. Check-list of key changes
No Subject Status Observation
1 BH Done Move from Maputo to Harare
2 LTO Done New LTO
3 CTA Done New CTA
4 MA initiated New MA to be recruted
5 GoS Governance Done Improved PTC & PSC efficiency
6 Programme Done 2011-13 Operational Plan
7. Presentation Outline
1. About Swaziland
2. Context of changes
3. Recent arrangements
4. Main Deliveries
5. Challenges & Way Forward
8. Pillars of the new SADP
A new
Institutional
Setup
Improved Strengthened
visibility Team Work
Ops & Budget
More Efficient
Monitoring
Procurement
System
More
Motivated
Staff
9. Pillars of the new SADP
A new
Institutional
Setup
Improved Strengthened
visibility Team Work
Ops & Budget
More Efficient
Monitoring
Procurement
System
More
Motivated
Staff
10. Old Implementation Framework
EU-funding From this…
FAO – technical advisory MEPD – representing Government
PS—PSC
FAOR Mozambique – MOA – implementing
budget holding PS—PTC
TAT Other
CTA NPD MOA
MOA ministries,
Heads NGOs and
of Dept.
stake-
holders
Technical advisors Focal Points
Production Research & Service Marketing
11. New Implementation Framework
EU-funding To this…
FAO – technical advisory MEPD – representing
Government
PS—PSC
FAOR Zimbabwe (SFS) – MOA – implementing
budget holding PS—PTC
TAT NIT
FAO Technical Task
ministries, NGOs
CTA NPD
and stake-
Heads
holders
Other
Force
Operation of Dept.
Officer
Technical advisors Focal Points
Production Research & Service Marketing
12. New Implementation Framework
PSC FAOSFS
AFAORSZ
PTC SADP
Management Finances
and Operations
Government of Swaziland UN Food and Agriculture Organization
13. Pillars of the new SADP
A new
Institutional
Setup
Improved Strengthened
visibility Team Work
Ops & Budget
More Efficient
Monitoring
Procurement
System
More
Motivated
Staff
14. SADP Team Work Foundation
1. Clear individual roles within
larger teams with clear targets
2. Individual performance to reach
team and Project targets
3. Synergy of individual and group
actions to reach team and Project
Targets
15. SADP Team Work Process
TAT RIT Workshops, in the
NIT/TAT Workshop,
Workshop, Ezulwini, 13 4 Regions, 27 April –
Ezulwini, 18 April 2012
April 2012 May 2012
TAT = Technical Advisory Team
NIT = National Implementation Team
RIT = Regional Implementation Team
16. SADP Team Work Setup
Agricultural
Production
Transport
Services
&
Capacities
Logistics
Commun-
General Markets
ication &
Coordination Links
Visibility
Operations Operations
and & Budget
Procurement Monitoring
Administ-
ration &
Finances
8 interelated Pools of Action instituted
17. Pillars of the new SADP
A new
Institutional
Setup
Improved Strengthened
visibility Team Work
Ops & Budget
More Efficient
Monitoring
Procurement
System
More
Motivated
Staff
18. Ops. & Budg. Monitoring System
FAO Data
Warehouse
Parents Children CSFE (USD & Euros)
Financial
Statement
Headings Lines
SADP Management
Financial
Report
SADP Management
Result Outcome Output Activity Sub-act. Technical
Project Report
implementation
European
Union
19. Pillars of the new SADP
A new
Institutional
Setup
Improved Strengthened
visibility Team Work
Ops & Budget
More Efficient
Monitoring
Procurement
System
More
Motivated
Staff
20. The Incentive Package
MOA Staff FAO GS Staff
• Airtime allocation • Cash overtime
• Stationery for instead of
field sites compensation
• Car fuelling and • Salaries aligned
maintenance to the UN System
• Internet access in Swaziland
facility • Salary increment
21. Pillars of the new SADP
A new
Institutional
Setup
Improved Strengthened
visibility Team Work
Ops & Budget
More Efficient
Monitoring
Procurement
System
More
Motivated
Staff
22. Improved Procurement System
Updated Local Weekly
Procurement Procurement
Committee Tracker
Increased
Procurement Field
Plan Authorization
(USD 50,000)
Efficient
records
keeping
23. Pillars of the new SADP
A new
Institutional
Setup
Improved Strengthened
visibility Team Work
Ops & Budget
More Efficient
Monitoring
Procurement
System
More
Motivated
Staff
37. Institutional Support
Assessment Studies
• Farming Systems
• Agricultural Extension
• Agricultural Research
• National Agricultural Marketing Board (NAMBoard)
• Vegetable Value Chain
• Profiling of Farmers Organizations
Assessment and Design Studies
• The Cooperative Data Analysis System (CODAS)
• The Marketing Investment Fund (MIF)
• The Swaziland Livestock Information Traceability System (SLITS)
Policies
• Agricultural Extension
• Agricultural Research
38. EU Payments and Budget Consumption
Total EU Payments in August
2012 = Euro 9 918 293 (74%)
Euro 1 624 950 in
May 2009
Euro 3 921 222 in December
Euro 1 421 610 in 2010
September 2010
Euro 3 397 593.29 in
March 2012
Euro 5 626 161.32 in June
2012
Euro 4 372 121
in August 2012
Cumulative Expenditure in June
2012 = Euros 5 626 161 (38.64%)
39. Presentation Outline
1. About Swaziland
2. Context of changes
3. Recent arrangements
4. Main Deliveries
5. Challenges & Way Forward
40. The way forward
Finalize the implementation framework
through the Rider of the Contribution
Agreement
Rehabilitate 2 dams and construct 2 new
ones
Establish the MIF
Finalize the Extension and Research
Policies
Develop a Strategic Plan for the MoA
Develop the NAIP within the CAADP
scheme
41. Challenges
Rebuild a dismantled team
Organize and strengthen team work
within TAT, between TAT and NIT
Catch – up with delayed activities
(dams , MIF, RDAs, MoA Strategic
Plan, NAIP under CCADP…)
Develop a sustainable and coherent
conducive institutional environment
Succeed in smoothly phasing out
42. Challenges
Objectives
National
Agricultural
The National Results expected
Strategic
Plan Implementation
Plan for Logical Framework
Agricultural
National Research and
Agricultural Activities
Investment Extension
Plan
Budget (CAADP pillar 4)
43. As to conclude
As a follow-up to the MTE, SADP has
engaged in a heavy and
multidimensional exercise of changes
It has started to improve its
performance and delivery but there is
still a lot to achieve
The real challenge ahead will be to
accelerate the current momentum
while smoothly starting to phase out