JUNE 2014
DACnews is designed to help development practitioners keep abreast of DAC work so that we can increase its reach and impact. We would very much appreciate your helping us to reach as wide an audience as possible by forwarding this sign-up link to people you feel may be interested.
Anything new in development?
Innovation is a frequently used word in development circles. And indeed, finding new ways of working – and creating broader partnerships – is increasingly important. This DACnews looks at several ways in which the DAC is innovating: by welcoming new members such as Iceland and the Czech Republic; by intensifying the dialogue on triangular co-operation; by looking at development co-operation from the receiving end and factoring in the e-revolution; and by deepening understanding of how to green development. It also celebrates 30 years of the DAC Evaluation Network.
Global China Connection (GCC) is the world's largest student organization dedicated to providing future leaders from China and other countries a platform to engage with each other. It has over 40 chapters at top universities worldwide. GCC hosts conferences, panels, and networking events to allow members to gain international experience and networks. Sponsorship opportunities are available to support GCC's activities in 2010, including its network of chapters, student delegations between countries, conferences, and media platforms. Sponsorship packages range from $1,000 to $20,000 and provide benefits like speaking roles, exhibit space, passes, and marketing exposure.
1) The document provides an acknowledgement and thanks to the industry and subject matter experts who contributed insights to the report on a blueprint for digital identity and the role of financial institutions.
2) It introduces the steering committee and working group members from global financial institutions who provided guidance and shaped strategic analyses for the project.
3) It also lists over 80 subject matter experts from various organizations who contributed their perspectives through interviews and workshops to inform the report.
The document discusses organizational culture at ICCO Bangladesh. It emphasizes respect, integrity, professional growth, and transparency. Ensuring these values are practiced across offices requires co-owned accountability, regular staff meetings, whistleblowing policies, and establishing rewards. Leadership must also lead by example and promote mutual respect and trust. Effectiveness can be measured through cultural documents and performance reviews, ensuring the right skills, engagement in decision-making, and dealing with integrity issues.
World Economic Forum. A blueprint for digital identityFæderation
Consistent with the World Economic Forum’s mission of applying a multi‐stakeholder approach to address issues of global impact, the creation of this report involved extensive outreach and dialogue with the financial services community, innovation community, technology community, academia and the public sector. The dialogue included numerous interviews and interactive sessions to discuss the insights and opportunities for collaborative action. This project explores the potential for digital identity in financial services and beyond and lays out a blueprint for the implementation of effective digital identity systems.
PROJECT CONTEXT
Identity is a critical topic in Financial Services today. Current identity systems are limiting Fintech innovation and well as secure and efficient service delivery in Financial Services and society more broadly. Digital identity is widely recognized as the next step in identity systems. However, while many efforts are underway to solve parts of the identity challenge and create true digital identity, there is a need for a concerted and coordinated effort to build a truly transformational digital identity system. This document is intended as a guide for Chief Strategy Officers of Financial Institutions as well as policy makers who are interested in the topic of identity and want to understand the digital identity and their own potential role in the creation of robust digital identity systems.
This report provides an overview of the landscape of financial inclusion data sources. It discusses progress made in developing demand-side and supply-side survey tools to measure financial inclusion. The report also shares perspectives from policymakers and experts on the importance of data for advancing financial inclusion and the continued work needed to improve data collection.
This document summarizes Boris Tkachenko's presentation on the experience of supporting youth entrepreneurship through the Youth Business International network, using the example of Youth Business Russia. It discusses that YBI operates in 46 countries globally, providing disadvantaged young entrepreneurs ages 18-35 with training, consulting, financing, and mentoring support. Youth Business Russia, founded in 2008, operates similar programming across 8 regions of Russia, creating around 30 new businesses and jobs in each region annually through a holistic support approach.
Evolving Financial Systems to Reach the SDGsSDGsPlus
The document discusses evolving financial systems to support achieving the Sustainable Development Goals. It notes that annual investments of hundreds of billions will be needed across sectors like power, transport, and telecom. It reviews lessons from implementing the Millennium Development Goals and outlines the holistic nature of the 17 Sustainable Development Goals. The World Bank aims to play a key role by focusing on human capital, sustainable and inclusive growth, and resilience. Alternative sources of financing like Islamic finance and social impact investing will be important alongside public funds like IDA. Mobilizing private capital through de-risking and public-private partnerships will also be essential to meeting the investment needs.
JUNE 2014
DACnews is designed to help development practitioners keep abreast of DAC work so that we can increase its reach and impact. We would very much appreciate your helping us to reach as wide an audience as possible by forwarding this sign-up link to people you feel may be interested.
Anything new in development?
Innovation is a frequently used word in development circles. And indeed, finding new ways of working – and creating broader partnerships – is increasingly important. This DACnews looks at several ways in which the DAC is innovating: by welcoming new members such as Iceland and the Czech Republic; by intensifying the dialogue on triangular co-operation; by looking at development co-operation from the receiving end and factoring in the e-revolution; and by deepening understanding of how to green development. It also celebrates 30 years of the DAC Evaluation Network.
Global China Connection (GCC) is the world's largest student organization dedicated to providing future leaders from China and other countries a platform to engage with each other. It has over 40 chapters at top universities worldwide. GCC hosts conferences, panels, and networking events to allow members to gain international experience and networks. Sponsorship opportunities are available to support GCC's activities in 2010, including its network of chapters, student delegations between countries, conferences, and media platforms. Sponsorship packages range from $1,000 to $20,000 and provide benefits like speaking roles, exhibit space, passes, and marketing exposure.
1) The document provides an acknowledgement and thanks to the industry and subject matter experts who contributed insights to the report on a blueprint for digital identity and the role of financial institutions.
2) It introduces the steering committee and working group members from global financial institutions who provided guidance and shaped strategic analyses for the project.
3) It also lists over 80 subject matter experts from various organizations who contributed their perspectives through interviews and workshops to inform the report.
The document discusses organizational culture at ICCO Bangladesh. It emphasizes respect, integrity, professional growth, and transparency. Ensuring these values are practiced across offices requires co-owned accountability, regular staff meetings, whistleblowing policies, and establishing rewards. Leadership must also lead by example and promote mutual respect and trust. Effectiveness can be measured through cultural documents and performance reviews, ensuring the right skills, engagement in decision-making, and dealing with integrity issues.
World Economic Forum. A blueprint for digital identityFæderation
Consistent with the World Economic Forum’s mission of applying a multi‐stakeholder approach to address issues of global impact, the creation of this report involved extensive outreach and dialogue with the financial services community, innovation community, technology community, academia and the public sector. The dialogue included numerous interviews and interactive sessions to discuss the insights and opportunities for collaborative action. This project explores the potential for digital identity in financial services and beyond and lays out a blueprint for the implementation of effective digital identity systems.
PROJECT CONTEXT
Identity is a critical topic in Financial Services today. Current identity systems are limiting Fintech innovation and well as secure and efficient service delivery in Financial Services and society more broadly. Digital identity is widely recognized as the next step in identity systems. However, while many efforts are underway to solve parts of the identity challenge and create true digital identity, there is a need for a concerted and coordinated effort to build a truly transformational digital identity system. This document is intended as a guide for Chief Strategy Officers of Financial Institutions as well as policy makers who are interested in the topic of identity and want to understand the digital identity and their own potential role in the creation of robust digital identity systems.
This report provides an overview of the landscape of financial inclusion data sources. It discusses progress made in developing demand-side and supply-side survey tools to measure financial inclusion. The report also shares perspectives from policymakers and experts on the importance of data for advancing financial inclusion and the continued work needed to improve data collection.
This document summarizes Boris Tkachenko's presentation on the experience of supporting youth entrepreneurship through the Youth Business International network, using the example of Youth Business Russia. It discusses that YBI operates in 46 countries globally, providing disadvantaged young entrepreneurs ages 18-35 with training, consulting, financing, and mentoring support. Youth Business Russia, founded in 2008, operates similar programming across 8 regions of Russia, creating around 30 new businesses and jobs in each region annually through a holistic support approach.
Evolving Financial Systems to Reach the SDGsSDGsPlus
The document discusses evolving financial systems to support achieving the Sustainable Development Goals. It notes that annual investments of hundreds of billions will be needed across sectors like power, transport, and telecom. It reviews lessons from implementing the Millennium Development Goals and outlines the holistic nature of the 17 Sustainable Development Goals. The World Bank aims to play a key role by focusing on human capital, sustainable and inclusive growth, and resilience. Alternative sources of financing like Islamic finance and social impact investing will be important alongside public funds like IDA. Mobilizing private capital through de-risking and public-private partnerships will also be essential to meeting the investment needs.
The document summarizes UNCDF's annual report for 2013. It discusses UNCDF's work with partners to promote inclusive finance and local development finance in least developed countries. Key points include:
- UNCDF works with partners in 33 LDCs to provide investment capital and technical support to both public and private sectors.
- In 2013, UNCDF continued innovating in inclusive finance and local development finance, leveraging synergies between the two areas.
- UNCDF's unique mandate allows it to deliver high leverage from both public and private partners' investments in LDCs.
The MDBs and IMF are committed to supporting countries in achieving the ambitious new sustainable development goals by mobilizing trillions in investments from public and private sources. They currently leverage their capital to provide over $1 in financing for every $1 invested in them. Going forward, they will take steps to further increase the financing available through initiatives like exposure exchange agreements and innovative use of financial instruments. A key role of the MDBs is also helping countries increase their own domestic resources and attract private investments through policy advice and capacity building.
This document provides an overview of competitiveness in India, including some key facts about India's economy, demographics, and industries. It discusses what factors have contributed to India's success over the past 25 years, such as having a market-led rather than state-induced economic model centered around entrepreneurs. It also examines some ongoing challenges to competitiveness in India related to infrastructure, governance, and fiscal deficits. The document advocates for building competitiveness through industry clusters and public-private partnerships.
The document outlines an agenda and presentation on cluster management. Some key points include:
1) The role of a cluster manager is to lead processes and facilitate relationships between members.
2) Measuring the success of cluster initiatives can be done using indicators across several domains including structure, governance, financing, services, and achievements.
3) Virtual clusters and online community management tools allow clusters to operate in the cloud and measure success through online engagement metrics.
The document provides an overview of strategies for achieving sustainable development in Arab countries and developing countries more broadly. It discusses investments that can be made in key areas like human capital, resilience, infrastructure, digital infrastructure, and financing. Good governance and policies are important to ensure these investments are effective and sustainable. Data and monitoring progress are also essential parts of the development process. Localization and engaging multiple stakeholders are important principles of implementation. Overall the document outlines a holistic framework for countries to work towards national development and the Sustainable Development Goals.
Presentation done by Elizabeth Waelbroeck RochaDr. Amit Kapoor
The document discusses clusters and cluster development. It defines what a cluster is as a geographic concentration of interconnected companies, suppliers, service providers, and institutions in a particular field. Clusters are important because they allow companies to benefit from economies of scale, access specialized skills, and increase innovation. Governments are interested in developing clusters because they have the potential to increase competitiveness, jobs, and economic growth in a region. However, companies and regions may have different objectives in cluster development. The document outlines factors for cluster success and key stakeholders in cluster initiatives, including companies, government, universities, and finance organizations.
This document provides an overview of SIDBI's cluster development approach and its partnership with GTZ under the MSME Finance and Development Program (MSMEFDP). It discusses key achievements of the program including improving competitiveness through business development services, institutional capacity building, skill development, and promoting energy efficiency. It highlights innovative tools developed through the program and experiential lessons learned around ensuring sustainability, customizing support to cluster needs, and facilitating ownership of cluster actors. The document also outlines priority areas for the next phase of the partnership like scaling up innovative financing models, advancing sector-specific strategies, and leveraging international partnerships and best practices.
This document discusses the work of an ISO certified not-for-profit economic development agency that has worked in 82 industry clusters across 10 countries. It focuses on providing an overview of the Afghan carpet cluster, including traditional carpet styles, the carpet cluster mapping, and top global suppliers. It also provides recommendations to improve various types of capital within the carpet cluster.
WEConnect International works to connect women-owned businesses to global supply chains through certification and partnerships. It has over 700 corporate members representing trillions in annual purchasing power. WEConnect certifies women-owned businesses in multiple countries and works with partners like the UN, World Bank, and US agencies to provide training and connect women entrepreneurs to new markets. Upcoming events include conferences in Canada and Virginia to continue fostering global opportunities for women in business.
The document summarizes the Africa Venture leadership program, which develops emerging leaders from across Africa. The program includes an annual selection of exceptional leaders from government, business, and non-profits in Africa. Participants engage in applied leadership learning around an annual challenge. They develop cultural intelligence and networks through online and in-person program phases in different African cities. The 2018 program addressed increasing access to education through technology and took place in Nairobi, Kenya and Lagos, Nigeria.
This document introduces a business guide to development actors published by the World Business Council for Sustainable Development (WBCSD) and the International Business Leaders Forum (IBLF). The guide provides profiles of various multilateral organizations, bilateral agencies, and non-governmental organizations to help business managers understand opportunities for collaboration with development organizations. It argues that addressing issues like poverty, social inequity, and environmental degradation requires partnerships between business, government, and civil society. The guide is intended to fill an information gap for businesses seeking effective development partners.
How does The World Bank contribute to Public Procurement?TendersInfo .com
We know that governments across the world spend about a quarter of the GDP on public procurement and it is evident that it plays a crucial role in maintaining equitable distribution and sustainable development across countries.
The WYRED (netWorked Youth Research for Empowerment in the Digital society) project has celebrated its fifth face-to-face meeting in Istanbul (Turkey) from November 19th – 21st. This represents the work done in WYRED Working Group 3 related to WP8 Dissemination by OXFAM.
Session.3.Yared_.Tsegay.Global forum VLR.pptxxordan95
This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and responsive, community-led solutions.
Session.3.Yared_.Tsegay.Global forum VLR.pptxaryan524
This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and locally-led solutions.
Reddix Group Smart Cities AL & ML PrimerJoe Reddix
Smart Cities a near $1 trillion dollar industry by 2025 and it will use vast amounts of Artificial Intelligence (AI) and Machine Learning (ML). We want to build and implement a template that will use capabilities of these disruptive technologies in Baltimore, MD. The Project is call Port Covington a $5.5 billion 15 to 20 mix-use development. Clearly, this type of Urban Development has global implications and the potential to expand economic sustainable growth to potentially billions of people if engaged to maximum benefits.
The document discusses ways the OECD can stimulate private sector investment to achieve the UN Sustainable Development Goals. It proposes developing an SDG index that institutional investors can use to target needs. It also proposes an SDG tracker tool to map how public and private finance contributes to the goals. The tool would increase transparency and help identify gaps. It would analyze descriptions of projects and company reports to map them to the SDGs. This could help maximize impact and guide investment toward the greatest needs.
The World Bank is an international financial institution that provides loans and grants to countries for development projects. It has the goal of reducing poverty and supporting sustainable development. It is made up of two institutions, the International Bank for Reconstruction and Development and the International Development Association. The World Bank provides low or no interest loans, credits, and grants to developing countries for projects focused on areas like education, health, infrastructure, agriculture and the environment. It generates funds mainly through bond sales and uses the funds to provide both investment and policy loans to countries.
WTCI 2014 Annual Report - Final Draft 2Wally Pinkard
The World Trade Center Institute celebrated its 25th anniversary in 2014. Some key highlights from the annual report include:
- Membership increased 100% since 2005 and events saw 50% growth in attendance over the past year.
- The Professional Exchanges Program hosted over 750 international visitors, a 317% increase since 2005.
- New services like the Country and Travel Intelligence Package and Daily Global Intelligence Briefs were well received.
- Events continue to provide valuable networking and education for regional businesses on international opportunities.
- The organization has strengthened Maryland's global connections and helped many companies succeed internationally.
The World Trade Center Institute celebrated its 25th anniversary in 2014. Some key highlights from the annual report include:
- Membership increased 100% since 2005 and events saw 50% growth in attendance over the past year.
- The Professional Exchanges Program hosted over 750 international visitors, a 317% increase since 2005.
- New services like the Country and Travel Intelligence Package and Daily Global Intelligence Briefs were well received.
- Events continue to provide valuable networking and educational opportunities for members.
- The organization has strengthened Maryland's global connections and helped many businesses succeed internationally over its 25 year history.
The document summarizes a report on the FinTech ecosystems in 21 global hubs. It describes the methodology used to evaluate and compare the hubs, which involved selecting representative hubs, calculating an index performance score based on their rankings in three business indices, and analyzing various indicators for each hub. The indices looked at were the Global Financial Centre Index, Doing Business report, and Global Innovation Index. Representative organizations from each hub provided insights into the local FinTech market. The goal of the report is to better understand and connect the global FinTech community.
The document summarizes UNCDF's annual report for 2013. It discusses UNCDF's work with partners to promote inclusive finance and local development finance in least developed countries. Key points include:
- UNCDF works with partners in 33 LDCs to provide investment capital and technical support to both public and private sectors.
- In 2013, UNCDF continued innovating in inclusive finance and local development finance, leveraging synergies between the two areas.
- UNCDF's unique mandate allows it to deliver high leverage from both public and private partners' investments in LDCs.
The MDBs and IMF are committed to supporting countries in achieving the ambitious new sustainable development goals by mobilizing trillions in investments from public and private sources. They currently leverage their capital to provide over $1 in financing for every $1 invested in them. Going forward, they will take steps to further increase the financing available through initiatives like exposure exchange agreements and innovative use of financial instruments. A key role of the MDBs is also helping countries increase their own domestic resources and attract private investments through policy advice and capacity building.
This document provides an overview of competitiveness in India, including some key facts about India's economy, demographics, and industries. It discusses what factors have contributed to India's success over the past 25 years, such as having a market-led rather than state-induced economic model centered around entrepreneurs. It also examines some ongoing challenges to competitiveness in India related to infrastructure, governance, and fiscal deficits. The document advocates for building competitiveness through industry clusters and public-private partnerships.
The document outlines an agenda and presentation on cluster management. Some key points include:
1) The role of a cluster manager is to lead processes and facilitate relationships between members.
2) Measuring the success of cluster initiatives can be done using indicators across several domains including structure, governance, financing, services, and achievements.
3) Virtual clusters and online community management tools allow clusters to operate in the cloud and measure success through online engagement metrics.
The document provides an overview of strategies for achieving sustainable development in Arab countries and developing countries more broadly. It discusses investments that can be made in key areas like human capital, resilience, infrastructure, digital infrastructure, and financing. Good governance and policies are important to ensure these investments are effective and sustainable. Data and monitoring progress are also essential parts of the development process. Localization and engaging multiple stakeholders are important principles of implementation. Overall the document outlines a holistic framework for countries to work towards national development and the Sustainable Development Goals.
Presentation done by Elizabeth Waelbroeck RochaDr. Amit Kapoor
The document discusses clusters and cluster development. It defines what a cluster is as a geographic concentration of interconnected companies, suppliers, service providers, and institutions in a particular field. Clusters are important because they allow companies to benefit from economies of scale, access specialized skills, and increase innovation. Governments are interested in developing clusters because they have the potential to increase competitiveness, jobs, and economic growth in a region. However, companies and regions may have different objectives in cluster development. The document outlines factors for cluster success and key stakeholders in cluster initiatives, including companies, government, universities, and finance organizations.
This document provides an overview of SIDBI's cluster development approach and its partnership with GTZ under the MSME Finance and Development Program (MSMEFDP). It discusses key achievements of the program including improving competitiveness through business development services, institutional capacity building, skill development, and promoting energy efficiency. It highlights innovative tools developed through the program and experiential lessons learned around ensuring sustainability, customizing support to cluster needs, and facilitating ownership of cluster actors. The document also outlines priority areas for the next phase of the partnership like scaling up innovative financing models, advancing sector-specific strategies, and leveraging international partnerships and best practices.
This document discusses the work of an ISO certified not-for-profit economic development agency that has worked in 82 industry clusters across 10 countries. It focuses on providing an overview of the Afghan carpet cluster, including traditional carpet styles, the carpet cluster mapping, and top global suppliers. It also provides recommendations to improve various types of capital within the carpet cluster.
WEConnect International works to connect women-owned businesses to global supply chains through certification and partnerships. It has over 700 corporate members representing trillions in annual purchasing power. WEConnect certifies women-owned businesses in multiple countries and works with partners like the UN, World Bank, and US agencies to provide training and connect women entrepreneurs to new markets. Upcoming events include conferences in Canada and Virginia to continue fostering global opportunities for women in business.
The document summarizes the Africa Venture leadership program, which develops emerging leaders from across Africa. The program includes an annual selection of exceptional leaders from government, business, and non-profits in Africa. Participants engage in applied leadership learning around an annual challenge. They develop cultural intelligence and networks through online and in-person program phases in different African cities. The 2018 program addressed increasing access to education through technology and took place in Nairobi, Kenya and Lagos, Nigeria.
This document introduces a business guide to development actors published by the World Business Council for Sustainable Development (WBCSD) and the International Business Leaders Forum (IBLF). The guide provides profiles of various multilateral organizations, bilateral agencies, and non-governmental organizations to help business managers understand opportunities for collaboration with development organizations. It argues that addressing issues like poverty, social inequity, and environmental degradation requires partnerships between business, government, and civil society. The guide is intended to fill an information gap for businesses seeking effective development partners.
How does The World Bank contribute to Public Procurement?TendersInfo .com
We know that governments across the world spend about a quarter of the GDP on public procurement and it is evident that it plays a crucial role in maintaining equitable distribution and sustainable development across countries.
The WYRED (netWorked Youth Research for Empowerment in the Digital society) project has celebrated its fifth face-to-face meeting in Istanbul (Turkey) from November 19th – 21st. This represents the work done in WYRED Working Group 3 related to WP8 Dissemination by OXFAM.
Session.3.Yared_.Tsegay.Global forum VLR.pptxxordan95
This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and responsive, community-led solutions.
Session.3.Yared_.Tsegay.Global forum VLR.pptxaryan524
This document discusses a national capacity building workshop on Voluntary Local Reviews (VLRs) in South Africa that will take place on March 27-28, 2023. It provides background on national SDG advisory bodies and their role in supporting SDG implementation. It summarizes South Africa's progress and challenges in achieving the SDGs to date, and identifies priority areas of action. It outlines the potential benefits of VLRs for enhancing SDG localization and implementation at the local level through bottom-up participation and locally-led solutions.
Reddix Group Smart Cities AL & ML PrimerJoe Reddix
Smart Cities a near $1 trillion dollar industry by 2025 and it will use vast amounts of Artificial Intelligence (AI) and Machine Learning (ML). We want to build and implement a template that will use capabilities of these disruptive technologies in Baltimore, MD. The Project is call Port Covington a $5.5 billion 15 to 20 mix-use development. Clearly, this type of Urban Development has global implications and the potential to expand economic sustainable growth to potentially billions of people if engaged to maximum benefits.
The document discusses ways the OECD can stimulate private sector investment to achieve the UN Sustainable Development Goals. It proposes developing an SDG index that institutional investors can use to target needs. It also proposes an SDG tracker tool to map how public and private finance contributes to the goals. The tool would increase transparency and help identify gaps. It would analyze descriptions of projects and company reports to map them to the SDGs. This could help maximize impact and guide investment toward the greatest needs.
The World Bank is an international financial institution that provides loans and grants to countries for development projects. It has the goal of reducing poverty and supporting sustainable development. It is made up of two institutions, the International Bank for Reconstruction and Development and the International Development Association. The World Bank provides low or no interest loans, credits, and grants to developing countries for projects focused on areas like education, health, infrastructure, agriculture and the environment. It generates funds mainly through bond sales and uses the funds to provide both investment and policy loans to countries.
WTCI 2014 Annual Report - Final Draft 2Wally Pinkard
The World Trade Center Institute celebrated its 25th anniversary in 2014. Some key highlights from the annual report include:
- Membership increased 100% since 2005 and events saw 50% growth in attendance over the past year.
- The Professional Exchanges Program hosted over 750 international visitors, a 317% increase since 2005.
- New services like the Country and Travel Intelligence Package and Daily Global Intelligence Briefs were well received.
- Events continue to provide valuable networking and education for regional businesses on international opportunities.
- The organization has strengthened Maryland's global connections and helped many companies succeed internationally.
The World Trade Center Institute celebrated its 25th anniversary in 2014. Some key highlights from the annual report include:
- Membership increased 100% since 2005 and events saw 50% growth in attendance over the past year.
- The Professional Exchanges Program hosted over 750 international visitors, a 317% increase since 2005.
- New services like the Country and Travel Intelligence Package and Daily Global Intelligence Briefs were well received.
- Events continue to provide valuable networking and educational opportunities for members.
- The organization has strengthened Maryland's global connections and helped many businesses succeed internationally over its 25 year history.
The document summarizes a report on the FinTech ecosystems in 21 global hubs. It describes the methodology used to evaluate and compare the hubs, which involved selecting representative hubs, calculating an index performance score based on their rankings in three business indices, and analyzing various indicators for each hub. The indices looked at were the Global Financial Centre Index, Doing Business report, and Global Innovation Index. Representative organizations from each hub provided insights into the local FinTech market. The goal of the report is to better understand and connect the global FinTech community.
Hi, friends, a bit of our investment relations in 2021, while the world economy was falling with the covid illness and economic restrict. However, the Business Innovation Research Development was able to set sail in tidal and surge risk environmentally. We kept our investment to a level of self-empowerment in the agenda for action 2030.
Thanks, friends for your cooperation in the poverty reduction in 2021, with an eye on the future with this sustainable development indicators that we have designed in 2015
On September 25th 2015, 193 world leaders will commit to 17 Global Goals to achieve 3 extraordinary things in the next 15 years. End extreme poverty. Fight inequality & injustice. Fix climate change. The Global Goals for sustainable development could get these things done. In all countries. For all people.
ANDE's 2015 Impact Report provides an overview of the state of the small and growing business sector in emerging markets. It finds that while the sector grew in 2015 with more organizations offering support services, the economic slowdown in emerging markets negatively impacted growth. Specifically, over 415,000 entrepreneurs were supported with $72 million in capacity development services by 42 members, while 32 members invested $330 million in over 1,000 small businesses. However, low growth and recessionary conditions in some countries increased stress on economies. The report also highlights some positive developments, such as increasing efforts to provide women entrepreneurs with capital and support, and to address talent gaps facing small businesses.
McKinsey's 2022 ESG Report outlines the firm's approach to accelerating sustainable and inclusive growth through its work with clients, insights, actions, and giving. McKinsey partners with over 600 clients on sustainability engagements and digital transformations. It aims to be a leader in decarbonization and inclusive growth by helping clients reduce emissions, create jobs, and build diverse workforces. McKinsey also works to incorporate ESG priorities into its own operations through responsible business practices, diversity initiatives, and social impact programs.
The Digital Barbados Initiative - Presentation 3David Smith
The document proposes the Digital Barbados Initiative to address Barbados' stagnating economy by leveraging the global digital economy. It finds Barbados ranks low in key digital metrics and participation in the digital economy. The initiative's vision is for Barbados to be a global digital leader that unleashes its people's potential. A National Digital Council multi-stakeholder framework would oversee coordination of digital transformation efforts across government, businesses, and citizens. The council would facilitate collaboration, identify partners, and educate on digital transformation benefits and roles to make Barbados a leading digital society.
The International Trade Centre (ITC) Annual Report 2016-TRADE IMPACT FOR GOODMYO AUNG Myanmar
The International Trade Centre (ITC) Annual Report 2016-TRADE IMPACT FOR GOOD
http://www.intracen.org/itc/about/working-with-itc/corporate-documents/annual-report/
http://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Corporate_Documents/Annual_Report/Annual%20Report-2016-web(2).pdf
http://stage.intracen.org/country/myanmar/
http://www.intracen.org/itc/about/how-itc-works/
ITC is the joint agency of the World Trade Organization and the United Nations.
ITC's Annual Report provides a broad overview of what the organization accomplished in 2016. It briefly describes the work of each of ITC’s 15 programmes to help achieve the Sustainable Development Goals by leveraging the power of regional and international markets for inclusive growth and job creation. A dozen case studies illustrate how ITC projects created trade impact for good from Haiti to Myanmar.
The report will serve as the basis for discussions at the 10 July session of the ITC Joint Advisory Group, where government delegates will review the agency’s work, and make recommendations for its future operations to its parent organizations, the United Nations and the World Trade Organization.
Some highlights from 2016: Despite a complex political and financial context, ITC remained focused on delivering thought leadership, technical assistance and capacity building to make trade work for the 99%. The second edition of the SME Competitiveness Outlook, ITC’s annual flagship report, shed light on how governments could best help small and medium-sized enterprises overcome non-tariff measures and make the most of existing market access opportunities. By the end of 2016, signatories to ITC’s SheTrades had collectively pledged to connect 600,000 women entrepreneurs to markets by 2020. Internally, ITC progressed further towards its goal of gender parity at all levels.
This document provides an analysis of AIESEC in Portugal for organizational planning in 2015. It includes an external analysis using PESTL and Porter's Five Forces models to evaluate the attractiveness of different markets. An internal analysis assesses the organization's mission, objectives, strategies, tactics, resources, and reputation. Key findings include the strengths and weaknesses of different program areas, HR details on members and leadership, and knowledge levels across topics. The document aims to inform AIESEC Portugal's strategic planning for the coming years.
Customs Broker:
New Paradigm New Opportunities New League
The Convention is a great platform:
1. You get updates of the sector with insight from experts
2. The knowledge sessions give you an in depth overview of the business and will help you chart the course for future.
3. Networking opportunities in a structured format and Trade Fair are part of the convention
4. While we take our business sessions seriously, for the family, the accompanying person programmes and traditional hospitality means ... great Entertainment, Fine Spirits and multi cuisine meals with live counters. Even for breakfast you’ll relish one of the largest spread. As most of us are families in business, we’ll have session for entire family on topics related to wealth management and family business issues.
‘Customs Broker: New Paradigm, New Opportunities, New League’ is the convention theme this time. The theme is both topical and apt for the phase we’re passing through as an industry. The business sessions will help you to help yourselves, unfold the emerging situation, get multiple perspectives with insight into global practices and will help you chart the way forward.
One of the great paradoxes of life is that, though we as humans generally like stability and resist change, it is only through change and adversity that we can grow and progress. In a day and age when change is completely pervasive in life, the current norm will likely be obsolete in just a few years—sooner, in many cases. The new Avatar of the ‘Customs House Agent’ as ‘Customs Broker’ will not be namesake. As much as Change is inevitable, each Change brings New Opportunities, and the Customs Brokers will need to look for New Horizons. Historically, the Customs Brokers have been adaptive species with an aptitude for attitudinal change and courage to face the reality. They have equipped themselves with the capabilities including professional infrastructure of well-trained and professional staff.
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PUBLIC FINANCIAL MANAGEMENT SYSTEM (PFMS) and DBT.pptx
Trading for development in the age of global
1. Trading for
Development in the
Age of Global Value
Chains
FINAL PROJECT: WHAT I LEARNED DURING THIS COURSE ABOUT GLOBAL VALUE
CHAINS (GVCS) IN THE CONTEXT OF MY WORK AND COMMUNITY
2. What I learned about GVCs
was almost all about trade
in goods
MY WORK AND COMMUNITY ARE ALMOST ENTIRELY ABOUT TRADE IN
SERVICES
However, the report also covers trade in services
3. Trade in Services is also important
Multiple studies (OECD, WTO, and World Bank Group 2014) have found that the share of
services in value added in trade is both large (significantly larger than the share of services in
gross trade) and increasing. Source: Chapter 6 “Services trade and global value chains” by
Cecilia Heuser and Aaditya Mattoo
4. Differences between trade in goods
and trade in services
Access to services inputs comes through foreign direct investment and the movement of
people more often than it does for goods –GVCs involving services encompass a broader
range of transactions; not only transactions crossing borders, but also transactions within
countries between national and foreign entities
The existence of GVCs is due to improvements in services such as transport, communication,
and computing, or information and communication technology (ICT) that have made global
coordination possible
Evidence shows that when GVCs include high quality, low price and diverse professional and
other business services, firms perform better and these benefits arise not just from foreign
investment but also from cross-border trade in services
Border measures such as tariffs are much less relevant for services trade than for goods
trade, and behind-the-border regulatory measures are much more relevant
Source: World Development Report (WDR) 2020: Trading for Development in the Age of
Global Value Chains
5. My community delivers
services in International
Development
My community is an international
community of people working
professionally in the international
development field. It is a community
made up of people from all over the
world, from many professions, from for-
profit, non-profit and academic
organizations.
We are united by a common
commitment to international
development; to making the world a
better place; in short to the Sustainable
Development Goals (SDGs).
Virtual home for my community: the website of
the Canadian Association of International
Development Professionals (CAIDP)
6. A description of my community
What is CAIDP
CAIDP is a non-profit corporation
that was federally registered in
February 1993 to give a voice to
the concerns and interests of
Canadian International
Development Professionals.
CAIDP is a completely voluntary
organization run for and by
international development
professionals.
As members are based across
Canada and around the world the
association largely operates
virtually.
What does it do
The Association's objectives
are to:
•Foster excellence in
international development
•Promote the
collective interests of
international development
professionals
•Provide a forum for members
to exchange professional
information and engage in
professional development.
How does it work
CAIDP connects its
community through:
•the CAIDP Hub listserv and
social media for sharing
professional information
•Its website, including member
generated content and
exchanges
•Annual programs of webinars
and events to support
professional development
•Working with donors to foster
excellence in international
development
7. The evolution of CAIDP
Canada’s international development community is made up of small,
closely held firms and Canadian non-profits, the local offices of multi-
national non-governmental organizations (NGOs), and many highly
educated, skilled professionals who work independently on contracts –
skilled professionals move easily between government, NGOs, small firms
and multilateral institutions
When CAIDP was formed in the early 1990s most of the community did
most of its work for the Canadian Government
As Canada signed trade agreements and liberalized trade more and more
government procurement was based on international competitive bidding
(ICB) – the Canadians found they needed to up their game to compete
8. Member response to increase in
international competitive bidding
Consolidation – larger firms merged or bought smaller firms in order to
compete for larger international contracts
Specialisation – smaller firms started to specialize in particular service
areas, for example monitoring and evaluation or results based
management, or in particular sectors, for example financing for
development
Expanded markets – firms and individuals started marketing their services
to non-Canadian entities including the international finance institutions, the
UN Agencies, other untied bilateral donors, recipient governments and
multi-government institutions
By 2012 only a third of Canadian development professionals identified the
Canadian International Development programme as their most important
client.
9. CAIDP’s response to increase in
competitive bidding Used ICT for
CommunicationsExpanded
NetworkingEnhanced Benefits Expanded its interactive listserv from
179 subscribers in 2005 to over
1,300 subscribers currently – more
than 765 messages of interest to the
community are shared annually
Improved its website to be more
interactive, allowing members to post
jobs, events, blogs and forums for
special interest groups – the website
now receives some 2,250 visits per
month
CAIDP social media, introduced in
2011 now has over 1,775 followers
In 2019 a survey rated CAIDP as the
No. 1 source of development jobs in
Canada
Increased membership to include
development professionals from non-
profit and academic institutions and
non-Canadians
Reached out to other associations for
example the Canadian Council for
International Cooperation
Opened website for member
generated content like member
profiles to allow more cooperation
and easier building of teams
Expanded conferences and
programming
Group discounts for members with
Devex (American source of
development jobs), DevAID
(European source of development
jobs), insurance providers for
professional liability and
comprehensive travel insurance and
the OECD iLibrary
Professional code of conduct to
enhance quality
Advocacy with the Government of
Canada, the World Bank and others
giving members a voice on policies
that affect international development
10. This is in line with international best
practice
According to the World Development Report 2020 “Where the
local supplier base is fragmented and characterized by very
small, often informal, enterprises, coordination of suppliers
through cooperative structures or associations can be
important for helping producers achieve greater scale,
allowing for investments in common goods, and pooling
knowledge and expertise. It can also enable suppliers to
engage more effectively with lead firms.”
11. This has supported several important
developments for service supply chains
CAIDP members find that contracts are usually too small to make
enforcement viable and they often work in environments in which contract
enforcement is relatively weak, making trust and relationships very
important
CAIDP plays a role in providing the information needed to bring supplier
SMEs together for joint bidding
CAIDP promotes standards and the transfer of knowledge between firms
and individual professionals in Canada and in developing countries
CAIDP members share knowledge and its networking events help to
develop relationships between members which lowers risk
12. Relationships between developed and
developing country partners are vital for
delivering services
Our members undertake on average 6 missions of over one week per year
to developing countries (although not in 2020 due to COVID-19)
The relationships established through this work help to overcome the risks
associated with poor contract enforcement regimes and concerns about
low quality
During the current pandemic many CAIDP members have been able to
use this trust and leverage these relationships to quickly pivot to localize
delivery of international development programmes
13. Both sides benefit
The networks allow members to respond nimbly to opportunities
There are seasoned international development professionals in every
country
Canadians can bring strong knowledge of international bidding processes,
and of donor standards for managing and reporting on development results
Our partners in developing countries bring strong local knowledge and
language skills
This allows us to deliver better international development services
14. Size of the market for international
development services
OECD International Development Statistical Report 2019 states that the
net disbursement of Official Development Assistance from all sources in
2017 was USD 162.802 billion
Not all of that was procurement
Not all of it was services
But a lot of it was, for example:
In 2018 the UN procured USD 18.8 bil.
Of that USD 9.73 bil. was services
Source: Annual Statistical Report 2018
So this is a large international market
15. Trade in services is not just important
for developed countries
World Development Report (WDR)
2020: Trading for Development in the
Age of Global Value Chains states that
“For many developing countries, the
best opportunities for GVC integration
will not come through natural
resources or manufacturing, but
instead through integration in services
GVCs”
The UN reports that international
development services are increasingly
procured from developing countries
16. In a very small way our network is a
GVC for trade in services
We operate across borders, involving professionals from two or more
countries depending on the assignment
We learn from each other, exchanging best practices and ideas that allow
us to adapt to the local context
Each of us contributes in their specialised area allowing all of us to
compete for and win larger contracts
As this is an international market for services, we are seeing fee rates in
some areas converging between Canada and other countries on a
Purchasing Price Parity basis
Thank you!