The document discusses the roles and responsibilities of Country Coordinating Mechanisms (CCMs) for the Global Fund. It provides historical context for the establishment of CCMs and outlines their core functions, which include developing funding applications, nominating implementers, and providing oversight of funded programs. The document also discusses achievements of CCMs in mobilizing resources and engaging stakeholders. It identifies areas for improvement such as ensuring meaningful representation and transparency in selection processes. Strategies to strengthen CCMs through revised guidelines, funding, and performance evaluation are presented.
The key audit objectives for the Dodgers' payroll function are occurrence, completeness, accuracy, posting and summarization, classification, and timing. Internal control weaknesses included the payroll system being designed and controlled solely by one employee, a lack of independent checks, no separation of duties, and collusion between employees. Audit procedures that could have discovered the fraudulent scheme included understanding the payroll process, interviewing employees, testing for nonexistent employees, testing hours paid versus hours worked, comparing pay rates to other teams, and examining large payroll checks.
Sponsor X had a large partnership portfolio that needed to be assessed against a new corporate strategy requiring greater accountability. Sponsorium used their PerforMind tool to: 1) Create criteria to assess partnerships; 2) Design an online audit form; 3) Partnership managers submitted program details through the form. PerforMind automatically analyzed the data, ranking partnerships and their alignment with objectives. This resulted in a rebalanced portfolio better aligned with the brand that decreased expenditure by 60% while improving returns by 40%.
This document discusses the challenges of auditing bank branches. It notes that bank audits require special considerations due to risks from large volumes of monetary transactions, the scale of bank operations across many branches and countries, and their extensive IT systems. Effective audit planning is important given time constraints from banks' short reporting windows. Pre-commencement activities for branch auditors include studying previous audit reports, regulations, and the bank's business. The audit program must cover the audit scope, risks, staff assignments, procedures, and timetable while allowing flexibility. Compliance with standards and regulations is also important.
Sleep occurs in 90 minute cycles that alternate between REM and non-REM sleep. Non-REM sleep involves light, deeper, and deepest sleep while REM sleep involves dreaming. The duration of sleep stages changes over the night, with REM periods getting longer. Unbroken, high quality sleep yields the best benefits so people should minimize disturbances, avoid screens before bed, and create a consistent sleep routine. While naps can help make up missed sleep, long daytime naps can disrupt nighttime sleep for monophasic sleepers.
I’m a young Pakistani Blogger, Academic Writer, Freelancer, Quaidian & MPhil Scholar, Quote Lover, Co-Founder at Essar Student Fund & Blueprism Academia, belonging from Mehdiabad, Skardu, Gilgit Baltistan, Pakistan.
I am an academic writer & freelancer! I can work on Research Paper, Thesis Writing, Academic Research, Research Project, Proposals, Assignments, Business Plans, and Case study research.
Expertise:
Management Sciences, Business Management, Marketing, HRM, Banking, Business Marketing, Corporate Finance, International Business Management
For Order Online:
Whatsapp: +923452502478
Portfolio Link: https://blueprismacademia.wordpress.com/
Email: arguni.hasnain@gmail.com
Follow Me:
Linkedin: arguni_hasnain
Instagram : arguni.hasnain
Facebook: arguni.hasnain
Oogenesis and follicular development Part 1 I Endocrine Physiology IHM Learnings
Oogenesis and follicular development Part 1 I Endocrine Physiology I
The slides will talk about
1. Introduction
2. Stages of follicular development
3. Primordial follicle
4. Preantral follicle (primary and secondary follicle)
5. Antral follicle
You can also watch the same topic on HM Learnings Youtube channel.
You can also follow HM Learnings on facebook, instagram and twitter for daily updates
This document discusses the stages and physiology of sleep. It defines sleep as a state of unconsciousness that one can be aroused from, and coma as a state of unconsciousness that one cannot be aroused from. It describes the four stages of non-rapid eye movement (NREM) sleep - stages 1, 2, 3, and 4 - as well as rapid eye movement (REM) sleep. It provides details on the EEG patterns, duration, and characteristics of each sleep stage. Overall, it provides a comprehensive overview of the stages and cycles of sleep.
This document provides an overview of sleep and sleep disorders from a psychological perspective. It defines sleep and describes the four stages of the sleep cycle: NREM Stages 1-3 and REM Stage. Common sleep disorders like sleep apnea, insomnia, narcolepsy, sleepwalking and sleep terrors are explained. Potential causes and symptoms of each disorder are outlined. The document concludes by listing 14 evidence-based ways to fall asleep faster, such as keeping a regular sleep schedule, avoiding screens before bed, and getting exercise in the morning. References are provided.
The key audit objectives for the Dodgers' payroll function are occurrence, completeness, accuracy, posting and summarization, classification, and timing. Internal control weaknesses included the payroll system being designed and controlled solely by one employee, a lack of independent checks, no separation of duties, and collusion between employees. Audit procedures that could have discovered the fraudulent scheme included understanding the payroll process, interviewing employees, testing for nonexistent employees, testing hours paid versus hours worked, comparing pay rates to other teams, and examining large payroll checks.
Sponsor X had a large partnership portfolio that needed to be assessed against a new corporate strategy requiring greater accountability. Sponsorium used their PerforMind tool to: 1) Create criteria to assess partnerships; 2) Design an online audit form; 3) Partnership managers submitted program details through the form. PerforMind automatically analyzed the data, ranking partnerships and their alignment with objectives. This resulted in a rebalanced portfolio better aligned with the brand that decreased expenditure by 60% while improving returns by 40%.
This document discusses the challenges of auditing bank branches. It notes that bank audits require special considerations due to risks from large volumes of monetary transactions, the scale of bank operations across many branches and countries, and their extensive IT systems. Effective audit planning is important given time constraints from banks' short reporting windows. Pre-commencement activities for branch auditors include studying previous audit reports, regulations, and the bank's business. The audit program must cover the audit scope, risks, staff assignments, procedures, and timetable while allowing flexibility. Compliance with standards and regulations is also important.
Sleep occurs in 90 minute cycles that alternate between REM and non-REM sleep. Non-REM sleep involves light, deeper, and deepest sleep while REM sleep involves dreaming. The duration of sleep stages changes over the night, with REM periods getting longer. Unbroken, high quality sleep yields the best benefits so people should minimize disturbances, avoid screens before bed, and create a consistent sleep routine. While naps can help make up missed sleep, long daytime naps can disrupt nighttime sleep for monophasic sleepers.
I’m a young Pakistani Blogger, Academic Writer, Freelancer, Quaidian & MPhil Scholar, Quote Lover, Co-Founder at Essar Student Fund & Blueprism Academia, belonging from Mehdiabad, Skardu, Gilgit Baltistan, Pakistan.
I am an academic writer & freelancer! I can work on Research Paper, Thesis Writing, Academic Research, Research Project, Proposals, Assignments, Business Plans, and Case study research.
Expertise:
Management Sciences, Business Management, Marketing, HRM, Banking, Business Marketing, Corporate Finance, International Business Management
For Order Online:
Whatsapp: +923452502478
Portfolio Link: https://blueprismacademia.wordpress.com/
Email: arguni.hasnain@gmail.com
Follow Me:
Linkedin: arguni_hasnain
Instagram : arguni.hasnain
Facebook: arguni.hasnain
Oogenesis and follicular development Part 1 I Endocrine Physiology IHM Learnings
Oogenesis and follicular development Part 1 I Endocrine Physiology I
The slides will talk about
1. Introduction
2. Stages of follicular development
3. Primordial follicle
4. Preantral follicle (primary and secondary follicle)
5. Antral follicle
You can also watch the same topic on HM Learnings Youtube channel.
You can also follow HM Learnings on facebook, instagram and twitter for daily updates
This document discusses the stages and physiology of sleep. It defines sleep as a state of unconsciousness that one can be aroused from, and coma as a state of unconsciousness that one cannot be aroused from. It describes the four stages of non-rapid eye movement (NREM) sleep - stages 1, 2, 3, and 4 - as well as rapid eye movement (REM) sleep. It provides details on the EEG patterns, duration, and characteristics of each sleep stage. Overall, it provides a comprehensive overview of the stages and cycles of sleep.
This document provides an overview of sleep and sleep disorders from a psychological perspective. It defines sleep and describes the four stages of the sleep cycle: NREM Stages 1-3 and REM Stage. Common sleep disorders like sleep apnea, insomnia, narcolepsy, sleepwalking and sleep terrors are explained. Potential causes and symptoms of each disorder are outlined. The document concludes by listing 14 evidence-based ways to fall asleep faster, such as keeping a regular sleep schedule, avoiding screens before bed, and getting exercise in the morning. References are provided.
The document summarizes an information workshop on the Global Fund's New Funding Model and community systems strengthening. The workshop's objectives were to: review disease strategies and identify gaps; review lessons from civil society programming; analyze changes to the funding model and clarify civil society's role; develop advocacy and partnership strategies; and improve understanding of investment frameworks for key populations. The expected outcomes included agreed work plans, information sharing strategies, and civil society priority interventions. The agenda covered understanding the new funding model, disease modules, and next steps.
Community radio in Bangladesh faces both prospects and challenges. There are now 14 community radio stations operating with 2 more soon to start. The key strategic objectives for community radio in Bangladesh are to create an enabling environment through supportive policy, build capacity of local officials, ensure community representation and ownership, and identify challenges to growth. Some challenges faced include unreliable electricity, lack of quality programming and trained staff, and socio-political pressures. Opportunities include government support for civil society and awareness of marginalized community rights. Annual reviews help stations improve community participation, skills, and address issues like unreliable electricity and staff turnover.
Participatory development seeks to engage local populations in development projects to strengthen their influence over decisions and resources. It empowers groups to negotiate with institutions, improves efficiency and sustainability of programs, and checks government power. Effective participatory development requires identifying stakeholders like community groups, governments, NGOs and donors, and incorporating their input at all stages through methods ranging from information sharing to shared control. Examples from Philippines projects demonstrate how participatory planning at village, municipal and provincial levels built social capital and empowered communities.
32nd board meeting communities delegation country dialogue position paperclac.cab
The study analyzed engagement of key populations (KPs) in country dialogue processes in 11 countries. It found that while engagement of some KPs improved due to new Global Fund requirements, meaningful involvement of communities affected by TB, malaria, prisoners, MSM, transgender people, sex workers and people who inject drugs remained problematic. Political contexts, weak community systems, lack of support and punitive laws presented barriers. The report recommends the Global Fund enforce requirements on inclusive engagement, provide clear guidelines and resources to support capacity building, and require long-term investments in human rights and community strengthening in concept notes.
Summary report global meeting post-2015_cambodiaDr Lendy Spires
The document summarizes a global meeting that concluded consultations on partnerships with civil society for developing the post-2015 agenda. It discusses the key recommendations that emerged, including recognizing civil society's role in policy development, creating an enabling environment for civil society, aligning stakeholder priorities, and establishing accountability mechanisms. The meeting strengthened engagement of governments, civil society, and volunteers in the post-2015 process and increased understanding of best practices for supporting civil society contributions to sustainable development policies.
Summary report global meeting post-2015_cambodia(1)Dr Lendy Spires
The document summarizes a global meeting that concluded consultations on partnerships with civil society for developing the post-2015 agenda. It discusses the key recommendations that emerged, including recognizing civil society's role in policy development, creating an enabling environment for civil society, aligning stakeholder priorities, and establishing accountability mechanisms. The meeting strengthened engagement of governments, civil society, and volunteers in the post-2015 process and increased understanding of best practices for supporting civil society.
The Global HIV/AIDS Monitoring and Evaluation Team (GAMET) was formed in 2002 to help countries strengthen their capacity to monitor and evaluate HIV/AIDS programs and policies. GAMET provides support to countries through country support teams made up of 17 international M&E specialists. This support includes assisting with developing M&E plans, indicators, and strategies. GAMET has worked with 25 countries total, providing over 96 field visits to help develop success indicators in 31 African countries. The support aims to build country M&E capacity and utilize M&E to improve program effectiveness and impact.
The document introduces the Development Partners Forum, an initiative to bring together stakeholders from various sectors and citizens to discuss challenges facing development in Kenya. The forum aims to identify priority areas through research and citizen questionnaires administered by community volunteers. A biannual meeting and online platform will facilitate knowledge sharing and allow citizens to voice grievances. The objective is to create interactive platforms for stakeholders and partnerships to address issues like health, infrastructure, and ICT through open discussion and accountability. The forum hopes to unleash citizen potential and innovation to help achieve development goals.
This document presents a final project on financing for development in Chad. It discusses the Sustainable Development Goals and Chad's challenges in achieving them, including lack of infrastructure financing, weak private capital, and inadequate financial services. It recommends mobilizing domestic resources through public-private partnerships and a legal/management framework for PPPs. Specific policy options are given, such as diversifying investment sources, risk management mechanisms, and programs to combat corruption and improve data systems for effective policymaking. Overall, increased PPPs, transparency, and good governance are argued as key to implementing the SDGs and bringing employment to communities in Chad.
This document analyzes conditions and obstacles to community-based local development in Ukraine. It finds that local governments are financially dependent on higher levels of government and lack oversight. Community interests are not well represented in development processes. However, community organizations can help improve local development when they prioritize problems, develop projects, and work with local governments and partners. International organizations like UNDP have supported this approach through various programs. The document reviews these programs and assesses experience to provide recommendations.
The document discusses Concerted Development Plans (CDPs) in Peru and key success factors for their implementation at the local level, using the district of La Encañada as a case study. The CDP for La Encañada led to the establishment of a management system to coordinate public and private investments according to the plan's priorities. Preliminary results include improved investment coordination and allocation, stronger social coordination structures, and increased financial leverage. Key success factors included extensive community involvement in developing and updating the plan, a focus on institutional and capacity building, incorporating potential mining industry impacts, and clearly defining public and private roles.
How are civil society / NGOs involved in the Voluntary Principles?Ethical Sector
International Alert works with civil society and governments to promote the implementation of the Voluntary Principles on Security and Human Rights (VPs). They have engaged with the VPs process since 2000 by working with communities affected by conflict and companies operating in conflict-affected areas. The VPs bring together governments, companies, and non-governmental organizations (NGOs) to provide guidance on maintaining security while respecting human rights. NGOs play an important role by raising awareness of the VPs, supporting implementation, acting as accountability mechanisms, and ensuring the voices of affected communities are represented. In Myanmar, International Alert aims to increase awareness and participation of national NGOs in the local VPs working group to strengthen implementation.
Developing the Local Development Roadmap: Processes, Challenges and StatusWBKDC
This document outlines the process of developing the local development roadmap and executive-legislative agenda for Dumaguete City from 2014-2016. It establishes a vision for sustainable development and accountable leadership. The goals are to promote education, business, infrastructure, access to services, transparency, environmental protection and land use. The agenda was created through a participatory process involving stakeholders to identify and program 3-year priorities based on research and existing plans.
Engaging Civil Society_Roma Solomon_Judith Omondi-Anyona_5.9.14CORE Group
The document discusses investing in civil society organizations through the GAVI CSO Constituency project to strengthen their involvement in immunization and health systems. It outlines the project's goals of establishing civil society platforms, building their capacity, and facilitating their engagement with government and partners on immunization issues. Some key accomplishments so far include establishing 14 national platforms, training over 1,000 advocates, and mobilizing communities through 5,300 trained health workers. The project aims to sustain this impact by continuing to build CSO skills and influence on immunization policy.
Questionnaire on an accountability framework for the post 2015 agenda a synth...Dr Lendy Spires
The document summarizes responses to a questionnaire on developing an accountability framework for monitoring progress on the post-2015 development agenda. Key points from the responses include:
1) A multi-layered, multi-stakeholder framework is needed that builds on existing mechanisms, promotes integration and country ownership, and involves all relevant actors through participatory processes.
2) Lessons from the CSD and MDG frameworks indicate the need for clearly defined goals and targets, stronger implementation and follow up of commitments at all levels, and more meaningful involvement of stakeholders in reviews.
3) An effective framework should incentivize action, support capacity building, and focus on cooperation and mutual learning rather than punishment.
Task 5 nur amalina binti zabidi a142031amalinazabidi
(1) The document discusses a report evaluating and providing suggestions for planning a hometown in accordance with Local Agenda 21.
(2) Key elements of Local Agenda 21 include full community participation, assessing current conditions, setting goals, and monitoring progress.
(3) The report provides suggestions across six areas - the local authority's environmental performance, integrating sustainability, awareness raising, public consultation, partnership, and monitoring progress.
1. The Busan outcome document emphasizes democratic ownership of development priorities by developing countries using their own systems, managing jointly for results, inclusive development partnerships, and transparency and accountability.
2. Supporting decentralization and local governance while respecting these principles raises questions about development partners' ability to foster partner-led change through dialogue and use of country systems, reconcile results frameworks with ownership, and strengthen local accountability.
3. The EU's agenda for change aims to improve impact through targeted aid, governance and inclusive growth, but achieving more with less through coordination raises open questions about political will to shift focus from outputs to outcomes and take joint action at local levels.
This document outlines the process of community entry in Ghana. It involves collecting information about the community, conducting a stakeholder analysis to identify key individuals, interacting with stakeholders such as community leaders, and holding an open community meeting. The goals are to initiate and sustain desirable relationships to secure community support for programs. Effective community entry requires skills like active listening, empathy, and respect as well as patience, tolerance and humility. The end goal is to initiate the program and ensure objectives are achieved through participatory implementation and sustainability.
The document summarizes an information workshop on the Global Fund's New Funding Model and community systems strengthening. The workshop's objectives were to: review disease strategies and identify gaps; review lessons from civil society programming; analyze changes to the funding model and clarify civil society's role; develop advocacy and partnership strategies; and improve understanding of investment frameworks for key populations. The expected outcomes included agreed work plans, information sharing strategies, and civil society priority interventions. The agenda covered understanding the new funding model, disease modules, and next steps.
Community radio in Bangladesh faces both prospects and challenges. There are now 14 community radio stations operating with 2 more soon to start. The key strategic objectives for community radio in Bangladesh are to create an enabling environment through supportive policy, build capacity of local officials, ensure community representation and ownership, and identify challenges to growth. Some challenges faced include unreliable electricity, lack of quality programming and trained staff, and socio-political pressures. Opportunities include government support for civil society and awareness of marginalized community rights. Annual reviews help stations improve community participation, skills, and address issues like unreliable electricity and staff turnover.
Participatory development seeks to engage local populations in development projects to strengthen their influence over decisions and resources. It empowers groups to negotiate with institutions, improves efficiency and sustainability of programs, and checks government power. Effective participatory development requires identifying stakeholders like community groups, governments, NGOs and donors, and incorporating their input at all stages through methods ranging from information sharing to shared control. Examples from Philippines projects demonstrate how participatory planning at village, municipal and provincial levels built social capital and empowered communities.
32nd board meeting communities delegation country dialogue position paperclac.cab
The study analyzed engagement of key populations (KPs) in country dialogue processes in 11 countries. It found that while engagement of some KPs improved due to new Global Fund requirements, meaningful involvement of communities affected by TB, malaria, prisoners, MSM, transgender people, sex workers and people who inject drugs remained problematic. Political contexts, weak community systems, lack of support and punitive laws presented barriers. The report recommends the Global Fund enforce requirements on inclusive engagement, provide clear guidelines and resources to support capacity building, and require long-term investments in human rights and community strengthening in concept notes.
Summary report global meeting post-2015_cambodiaDr Lendy Spires
The document summarizes a global meeting that concluded consultations on partnerships with civil society for developing the post-2015 agenda. It discusses the key recommendations that emerged, including recognizing civil society's role in policy development, creating an enabling environment for civil society, aligning stakeholder priorities, and establishing accountability mechanisms. The meeting strengthened engagement of governments, civil society, and volunteers in the post-2015 process and increased understanding of best practices for supporting civil society contributions to sustainable development policies.
Summary report global meeting post-2015_cambodia(1)Dr Lendy Spires
The document summarizes a global meeting that concluded consultations on partnerships with civil society for developing the post-2015 agenda. It discusses the key recommendations that emerged, including recognizing civil society's role in policy development, creating an enabling environment for civil society, aligning stakeholder priorities, and establishing accountability mechanisms. The meeting strengthened engagement of governments, civil society, and volunteers in the post-2015 process and increased understanding of best practices for supporting civil society.
The Global HIV/AIDS Monitoring and Evaluation Team (GAMET) was formed in 2002 to help countries strengthen their capacity to monitor and evaluate HIV/AIDS programs and policies. GAMET provides support to countries through country support teams made up of 17 international M&E specialists. This support includes assisting with developing M&E plans, indicators, and strategies. GAMET has worked with 25 countries total, providing over 96 field visits to help develop success indicators in 31 African countries. The support aims to build country M&E capacity and utilize M&E to improve program effectiveness and impact.
The document introduces the Development Partners Forum, an initiative to bring together stakeholders from various sectors and citizens to discuss challenges facing development in Kenya. The forum aims to identify priority areas through research and citizen questionnaires administered by community volunteers. A biannual meeting and online platform will facilitate knowledge sharing and allow citizens to voice grievances. The objective is to create interactive platforms for stakeholders and partnerships to address issues like health, infrastructure, and ICT through open discussion and accountability. The forum hopes to unleash citizen potential and innovation to help achieve development goals.
This document presents a final project on financing for development in Chad. It discusses the Sustainable Development Goals and Chad's challenges in achieving them, including lack of infrastructure financing, weak private capital, and inadequate financial services. It recommends mobilizing domestic resources through public-private partnerships and a legal/management framework for PPPs. Specific policy options are given, such as diversifying investment sources, risk management mechanisms, and programs to combat corruption and improve data systems for effective policymaking. Overall, increased PPPs, transparency, and good governance are argued as key to implementing the SDGs and bringing employment to communities in Chad.
This document analyzes conditions and obstacles to community-based local development in Ukraine. It finds that local governments are financially dependent on higher levels of government and lack oversight. Community interests are not well represented in development processes. However, community organizations can help improve local development when they prioritize problems, develop projects, and work with local governments and partners. International organizations like UNDP have supported this approach through various programs. The document reviews these programs and assesses experience to provide recommendations.
The document discusses Concerted Development Plans (CDPs) in Peru and key success factors for their implementation at the local level, using the district of La Encañada as a case study. The CDP for La Encañada led to the establishment of a management system to coordinate public and private investments according to the plan's priorities. Preliminary results include improved investment coordination and allocation, stronger social coordination structures, and increased financial leverage. Key success factors included extensive community involvement in developing and updating the plan, a focus on institutional and capacity building, incorporating potential mining industry impacts, and clearly defining public and private roles.
How are civil society / NGOs involved in the Voluntary Principles?Ethical Sector
International Alert works with civil society and governments to promote the implementation of the Voluntary Principles on Security and Human Rights (VPs). They have engaged with the VPs process since 2000 by working with communities affected by conflict and companies operating in conflict-affected areas. The VPs bring together governments, companies, and non-governmental organizations (NGOs) to provide guidance on maintaining security while respecting human rights. NGOs play an important role by raising awareness of the VPs, supporting implementation, acting as accountability mechanisms, and ensuring the voices of affected communities are represented. In Myanmar, International Alert aims to increase awareness and participation of national NGOs in the local VPs working group to strengthen implementation.
Developing the Local Development Roadmap: Processes, Challenges and StatusWBKDC
This document outlines the process of developing the local development roadmap and executive-legislative agenda for Dumaguete City from 2014-2016. It establishes a vision for sustainable development and accountable leadership. The goals are to promote education, business, infrastructure, access to services, transparency, environmental protection and land use. The agenda was created through a participatory process involving stakeholders to identify and program 3-year priorities based on research and existing plans.
Engaging Civil Society_Roma Solomon_Judith Omondi-Anyona_5.9.14CORE Group
The document discusses investing in civil society organizations through the GAVI CSO Constituency project to strengthen their involvement in immunization and health systems. It outlines the project's goals of establishing civil society platforms, building their capacity, and facilitating their engagement with government and partners on immunization issues. Some key accomplishments so far include establishing 14 national platforms, training over 1,000 advocates, and mobilizing communities through 5,300 trained health workers. The project aims to sustain this impact by continuing to build CSO skills and influence on immunization policy.
Questionnaire on an accountability framework for the post 2015 agenda a synth...Dr Lendy Spires
The document summarizes responses to a questionnaire on developing an accountability framework for monitoring progress on the post-2015 development agenda. Key points from the responses include:
1) A multi-layered, multi-stakeholder framework is needed that builds on existing mechanisms, promotes integration and country ownership, and involves all relevant actors through participatory processes.
2) Lessons from the CSD and MDG frameworks indicate the need for clearly defined goals and targets, stronger implementation and follow up of commitments at all levels, and more meaningful involvement of stakeholders in reviews.
3) An effective framework should incentivize action, support capacity building, and focus on cooperation and mutual learning rather than punishment.
Task 5 nur amalina binti zabidi a142031amalinazabidi
(1) The document discusses a report evaluating and providing suggestions for planning a hometown in accordance with Local Agenda 21.
(2) Key elements of Local Agenda 21 include full community participation, assessing current conditions, setting goals, and monitoring progress.
(3) The report provides suggestions across six areas - the local authority's environmental performance, integrating sustainability, awareness raising, public consultation, partnership, and monitoring progress.
1. The Busan outcome document emphasizes democratic ownership of development priorities by developing countries using their own systems, managing jointly for results, inclusive development partnerships, and transparency and accountability.
2. Supporting decentralization and local governance while respecting these principles raises questions about development partners' ability to foster partner-led change through dialogue and use of country systems, reconcile results frameworks with ownership, and strengthen local accountability.
3. The EU's agenda for change aims to improve impact through targeted aid, governance and inclusive growth, but achieving more with less through coordination raises open questions about political will to shift focus from outputs to outcomes and take joint action at local levels.
This document outlines the process of community entry in Ghana. It involves collecting information about the community, conducting a stakeholder analysis to identify key individuals, interacting with stakeholders such as community leaders, and holding an open community meeting. The goals are to initiate and sustain desirable relationships to secure community support for programs. Effective community entry requires skills like active listening, empathy, and respect as well as patience, tolerance and humility. The end goal is to initiate the program and ensure objectives are achieved through participatory implementation and sustainability.
Similar to CCM Roles & Responsibilities; Achievements & Challenges (20)
The document provides information about the role of Local Fund Agents (LFAs) in overseeing grants from the Global Fund on behalf of recipient countries. It describes that LFAs are contracted to independently verify grant performance and advise on progress, funding requests, and local circumstances. The summary includes the key services LFAs provide such as assessing implementation plans and capacity before grants are signed, reviewing progress reports and financial documentation during implementation, and assisting with grant renewals. It also notes that LFAs do not represent the Global Fund or make decisions on grants.
The CCM in Macedonia had 4 strategic objectives for 2011-2012: 1) strengthen oversight of Global Fund grants, 2) engage constituencies in Global Fund programs, 3) engage donors to explore alignment, and 4) enhance oversight and resource mobilization capacity. Key activities included holding CCM meetings, oversight committee meetings and site visits, developing tools and manuals, training members, and engaging stakeholders. The CCM aimed to improve processes for electing civil society members and increase transparency through establishing a website and newsletter.
The CCM oversight working group conducted oversight visits for Round 7 and Round 10 HIV/AIDS grants. For the Round 3 grant, the methadone maintenance centers in Veles and Shuto Orizari require immediate staffing. For Round 7, 200,000 EUR will be returned to the GFATM from unused funds. For Round 10, signed in January 2012, secondary recipients have not been selected as planned and procurements have been delayed. Recommendations include completing benchmarks, receiving clear implementation pledges from the CCM, and close CCM oversight of the Round 10 grant.
The CCM oversight working group conducted oversight visits for Round 7 and Round 10 HIV/AIDS grants. For the Round 3 grant, the methadone maintenance centers in Veles and Shuto Orizari require immediate staffing. For Round 7, 200,000 EUR will be returned to the GFATM from unused funds. For Round 10, signed in January 2012, secondary recipients have not been selected as planned and procurements have been delayed. Recommendations include completing benchmarks, receiving clear implementation pledges from the CCM, and close CCM oversight of the Round 10 grant.
Macedonia has a low prevalence of HIV/AIDS and registered the lowest number of cases in the North Eastern European region after Kosovo. The first HIV case was registered in 1989 and as of 2010 there were 129 total cases, of which 97 had AIDS. Nearly half of all cases were reported from 2003 to 2009. For tuberculosis, cases have been decreasing from 37.7 per 100,000 people in 2002 to 23.8 in 2008. The mortality rate is below 2% and in 2009 there were 473 total TB cases, most of which were new cases. The Global Fund has approved several grants for HIV/AIDS and tuberculosis programs in Macedonia totaling over $15 million.
2. Presentation
• CCM: A Historical Perspective/Principles
• Core Functions
• Roles & Responsibilities
• Efforts to Improve CCM Functioning
3. Why CCMs? An Historical Perspective
• Kofi Anan 2000: Need new mechanism because no other
funding model existed that:
– Could move resources fast and efficiently (i.e. not UN, not
World Bank)
– Was free to go forward without excessive politics (i.e.
bilateral efforts)
– Integrated both public and private efforts (i.e. donors
either funded NGOs directly or government directly, but
couldn’t seem to bring the two together)
4. The Global Fund Framework Document
• A. Basic Principles to guide country processes
– The Fund will base its work on programs that reflect national
ownership and respect country partnership-led formulation and
implementation processes.
• B. Coordination Mechanism at Country Level
– The Fund will work with a country coordination and partnership
mechanism that should include broad representation from
governments, NGOs, civil society, multilateral and bilateral agencies
and the private sector. The mechanism should be at the highest
national level responsible for national multi-partner and multisectoral
development planning.
5. CCM mirrors Global Fund Board
A partnership of stakeholders
●NGOs Developed
• Donors Governments Civil Countries
• Recipients Society ● NGOs Developing
Countries
● Communities
living with the
diseases
● Private Sector ● WHO
• Foundations ● UNAIDS
Private Technical ● World Bank
Sector Partners
6. CCM Core Principles
• National ownership and respect country-led formulation and
implementation processes
• Focus on the creation, development and expansion of
partnerships among all relevant players within a country, and
across all sectors of society, including governments, civil
society, multilateral and bilateral agencies, and the private
sector
• Participation of communities and people, particularly those
affected by the three diseases
• Aim to eliminate stigmatization of and discrimination against
those infected and affected by the three diseases, especially for
women, children and vulnerable groups
• Build on, complement, and coordinate with existing regional and
national programs in support of national policies, priorities and
partnerships
• Transparency and accountability
7. CCM Core Functions
• Development of Funding Applications to the Global Fund
• Nomination of Principal Recipient(s) for Implementation of
Global Fund Grants
• Oversight of PRs and Program Implementation
• Completing Periodic Program Reviews and Requests for
Continued Funding
8. CCM Member Roles and Responsibilities
• Represents the interests of their entire constituency,
and not those of their own individual self or
organization
• Standards with respect to CCM member roles:
– CCM members should share information with their constituents in
an open and timely manner, and should respond to requests for
additional information.
– CCM members should consult their constituents regularly so that
they can reflect their views and concerns in CCM decisions and
meetings.
• Role requires that all CCM discussions are well documented to
ensure transparency and effective participation
• CCM members cannot delegate their role to a committee or to
CCM Chair/Vice-Chairs
9. CCM Member Roles and Responsibilities
• Important to define CCM member roles in clear terms of
reference, and to select members with the necessary capacities
and commitment
• The role and function of each CCM member to be agreed upon
among country stakeholders.
• In addition, the Global Fund offers the following
recommendations for specific member roles:
– Government members should be mandated by, represent the views of, and report
back to the senior leadership of the government. Government members have an
important role in coordinating CCM activities with other national programs, acting as
a liaison between the CCM and government agencies, and ensuring program
sustainability.
– Civil society partners including NGOs, people living with or affected by the three
diseases and key population groups should maintain strong ties to their
communities, in order to provide feedback on the quality and impact of programs.
– The private sector can share expertise and resources with CCMs, and can act as a
powerful advocate for disease programs, particularly on issues related to economic
development.
– Multilateral and bilateral partners are essential as providers of technical and
management assistance to the CCM. Their role should be country-partnership
driven.
10. CCM Successes
• CCMs have been successful at submitting proposals and
mobilising resources for all 3 disease components as evidenced
by 861 grants worldwide
• CCMs are actively demonstrating multi-stakeholder engagement
• People living with HIV/AIDS are sitting at the collective table
• Civil Society and Private Sector are more involved in large scale
resource mobilization and distribution than ever before
• CCMs are using open and transparent processes to nominate
PRs. CCMs are posting criteria for selection and holding more
competitive processes for final selection
11. Areas for Improvement
• Greater transparency in selecting CCM members and more
meaningful representation of CCM members
• Greater transparency in nominating PR and more efforts made
to gather inputs from the broader stakeholders groups into
proposals
• Majority of countries have conflict of interest policies but their
enforcement is weak.
• Majority have oversight plans, but globally CCMs have little
capacity, time, or knowledge about how to oversee grant
implementation.
• Regular attendance and active participation by members
officially selected/nominated by their constituencies
12. Improved CCM Functioning
• Revised CCM Guidelines
• Technical support lead by CCM Team in partnership with
GMS, GIZ, others
• CCM funding policy — CCMs can access greater
resources for oversight, and civil society participation
• Oversight dashboard tool
• CCM Performance Framework. Global system to evaluate
CCM performance
16. Indicators CCM Expanded Funding I
Oversight 1 % of planned oversight activities completed with
documented participation by all CCM constituencies.
Activities Site Visits, CCM meetings, Oversight Committee meetings, etc
Oversight 2 % of key CCM documents completed and shared with all
members.
Activities Governance manual, Oversight Plan, CCM minutes
(translation), Communication Plan, Conflict of interest
Management policy etc.
Constituency % of non-government CCM members with documented
Engagement 1 selection by their own constituency according to clear criteria
Activities Election processes/design, Constituency Elections,
Announcements, etc.
Constituency % of planned communication activities completed by CCM to
Engagement 2 engage constituencies.
Activities Constituency consultations, CCM reps feedback, Proposal
solicitation, Website update, etc.
17. Indicators CCM Expanded Funding II
Alignment 1 % of impact/outcome indicators in Global Fund grants that are
consistent with impact/outcome indicators in national strategy
documents
Activities develop a two-year plan to align all grants with national strategies for
the same disease; hold national consultation of stakeholders to revise
& align grant indicators with national strategy
Alignment 2 Number of planned activities implemented to align the CCM
with relevant national bodies
Activities Meetings with national institutions – for example: CCM meets with
National AIDS Inter-Sectoral group to explore options for structural
alignment
Capacity % of CCM members trained on the role of the CCM within the
building/ preceding 24 months.
Gender 1
Activities Dashboard training, Training on roles and responsibility, etc.
Capacity % of CCM members who are representatives of organizations
building/ with a documented mandate to act on gender-related issues,
Gender 2 or who have received specific training on gender.
Activities Election processes, Gender training, etc.
Editor's Notes
To translate
A. Basic Principles to guide country processes 1. The Fund will base its work on programs that reflect national ownership and respect country partnership-led formulation and implementation processes. 2. The Fund will promote partnerships among all relevant players within the country, and across all sectors of society. It will build on existing coordination mechanisms, and promote new and innovative partnerships where none exist. B. Coordination Mechanism at Country Level 1. The Fund will work with a country coordination and partnership mechanism that should include broad representation from governments, NGOs, civil society, multilateral and bilateral agencies and the private sector. The mechanism should be at the highest national level responsible for national multi-partner and multisectoral development planning. It should preferably be an already existing body. If no appropriate coordinating body exists, a new mechanism will need to be established. Where public/private partnerships do not exist, the Fund may support alternative partnerships among NGOs and the private sector. 2. The Country Coordinating Mechanism (CCM) will be the focus for program accountability, depending on the Board’s decisions regarding overall Fund accountability and fiduciary issues.
The Global Fund itself is governed by a Board with representation from donor and recipient governments, NGOs, communities, foundations and the private sector. At the country level, public sector, NGOs, development partners and private sector participate in a country-led coordination mechanism, CCMs, for proposal design and implementation. This creates a rich, sometimes difficult forum for conversations on how best to implement the program Always striving to follow these principles