...Strategic Objective (“SO”) 1: Management Strengthening of NGOs USAID/Pakistan June March 2004 USAID/Pakistan has determined that this document is appropriate for public distribution on the Internet USAID/Pakistan has determined that this document is NOT appropriate for public distribution on the Internet TABLE OF CONTENTS ACRONYMS AND ABBREVIATIONS SECTION I. INTRODUCTION A. BACKGROUND B. USAID/Pakistan PRE-EXISTING SO 1 RESULTS FRAMEWORK USAID/PAKISTAN IMCP RESULTS FRAMEWORK B. LOGICAL CONSISTENCY OF THE RESULTS FRAMEWORK C. CRITICAL ASSUMPTIONS SECTION III. PERFORMANCE INDICATOR REFERENCE SHEETS Component One: Management Standards Component Two: NPO Certification Component Three: Dissemination and Outreach ACRONYMS AND ABBREVIATIONS iii SECTION I. INTRODUCTION 1 A. BACKGROUND 1 B. USAID/Pakistan PRE-EXISTING SO 1 RESULTS FRAMEWORK 1 USAID/PAKISTAN IMCP RESULTS FRAMEWORK 3 B. LOGICAL CONSISTENCY OF THE RESULTS FRAMEWORK 5 C. CRITICAL ASSUMPTIONS 6 SECTION III. PERFORMANCE INDICATOR REFERENCE SHEETS 7 Component One: Management Standards 7 Objective 1: To strengthen and increase the competitive base of Pakistani non-profit non-governmental organizations (NGOs) that meet the management standards required for a USAID award. 7 Component TWO: NPO CERTIFICATION 127 Objective 2: To orient NGOs in meeting the requirements necessary for certification as a non-profit (NPO) by the Government of Pakistan...
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...Public Debt: Formulating Strategies and Strengthening Institutional Capacity Prepared by the Staff of the IMF and World Bank Approved by Christopher Towe, Danny Leipziger, and Kenneth Lay March 3, 2009 Contents Page Acronyms...................................................................................................................................3 I. Introduction ............................................................................................................................5 II. The Financial Crisis: Implications for Debt Managers .........................................................6 III. Work Program Linkages ......................................................................................................7 IV. Medium-Term Debt Management Strategy.........................................................................8 A. Developing the Framework.......................................................................................8 B. The Guidance Note..................................................................................................10 C. The Cost-Risk Analytic Tool ..................................................................................11 D. Preliminary Results from Early Application of the Framework .............................13 V. Debt Management Performance Assessment (DeMPA).....................................................15 A. The DeMPA Framework....................................................................
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...STRATEGIC PLAN (20142019) School of Business and EconomicsMoi University The global business school of choice; excellent in education, research and innovation Submitted by: NAME: KIMANI ABRAHAM KAMAU REGISTRATION NUMBER: BBM/2614/12 COURSE: Business Policy& Strategy (BBM 472) INSTRUCTOR: DR. MUGAMBI 12/24/2013 Contents LIST OF FIGURES AND TABLES .................................................................................................................. 3 TABLES ................................................................................................................................................ 3 FIGURES .............................................................................................................................................. 3 EXECUTIVE SUMMARY ............................................................................................................................. 4 VISION..................................................................................................................................................... 5 MISSION .................................................................................................................................................. 5 CORE VALUES .......................................................................................................................................... 5 CHAPTER ONE ...............................................................................
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...Manila Tel. No. (02) 888 5652; 817 2675; 893 1966 www.tesda.gov.ph CODE: ST-PO 05-12-2012 ASEAN Vision 2015 I. ASEAN Economic Community The ASEAN Economic Community (AEC) shall be the goal of regional economic integration by 2015. AEC envisages the following key characteristics: (a) a single market and production base, (b) a highly competitive economic region, (c) a region of equitable economic development, and (d) a region fully integrated into the global economy. The AEC areas of cooperation include: a. human resources development and capacity building; b. recognition of professional qualifications; c. closer consultation on macroeconomic and financial policies; d. trade financing measures; enhanced infrastructure and communications connectivity; e. development of electronic transactions through e-ASEAN; f. integrating industries across the region to promote regional sourcing; g. enhancing private sector involvement for the building of the AEC. In short, the AEC will transform ASEAN into a region with free movement of goods, services, investment, skilled labour, and freer flow of capital. II. Declaration on the ASEAN Economic Blueprint The ASEAN Leaders adopted the ASEAN Economic Blueprint at the 13th ASEAN Summit on 20 November 2007 in Singapore to serve as a coherent master plan guiding the establishment of the ASEAN Economic Community 2015. Each ASEAN Member Country shall abide by and implement the AEC by 2015. The Declaration on the ASEAN Economic Blueprint was signed...
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...Institutional Framework III. Accounting Standards as Designed and as Practiced IV. Auditing Standards as Designed and as Practiced V. Perception of the Quality of Financial Reporting VI. Policy Recommendations EXECUTIVE SUMMARY This report provides an assessment of accounting and auditing practices within the corporate sector in Cambodia with reference to the International Financial Reporting Standards (IFRS) issued by the International Accounting Standards Board (IASB), and the International Standards on Auditing (ISA) issued by the International Federation of Accountants (IFAC). This assessment is positioned within the broader context of the Cambodia’s institutional framework and capacity needed to ensure the quality of corporate financial reporting Cambodia is putting in place an institutional framework with regard to accounting, auditing, and financial reporting practices. However, institutional weaknesses in regulation, compliance, and enforcement of standards and rules still exist. The accounting and auditing statutory framework suffers from inconsistencies among different laws. Although the national accounting standards and auditing standards are based on IFRS, and ISA, respectively, they appear outmoded and have gaps in comparison with the international equivalents. There are varying compliance gaps in both accounting and auditing practices. These gaps could primarily stem from lack of clearer understanding by professional accountants, inadequate technical capacities of the...
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...narrow those gaps, leading to more evidence-informed healthcare. In response, Canadian health research funders and agencies have made KT a priority. This article describes how one funding agency determined its KT role and in the process developed a model that other agencies could use when considering KT programs. Discussion: While ‘excellence’ is an important criterion by which to evaluate and fund health research, it alone does not ensure relevance to societal health priorities. There is increased demand for return on investments in health research in the form of societal and health system benefits. Canadian health research funding agencies are responding to these demands by emphasizing relevance as a funding criterion and supporting researchers and research users to use the evidence generated. Based on recommendations from the literature, an environmental scan, broad circulation of an iterative discussion paper, and an expert working group process, our agency developed a plan to maximize our role in KT. Key to the process was development of a model comprising five key functional areas that together create the conditions for effective KT: advancing KT science; building KT capacity; managing KT projects; funding KT activities; and advocating for KT. Observations made during the planning process of relevance to the KT enterprise are: the importance of...
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...Appendix 1: Literature Review Report to the Department of Education, Employment and Workplace Relations Scoping study into approaches to student wellbeing Literature Review PRN 18219 July 2008 Erebus International Australian Catholic University Table of Contents Appendix 1: Literature Review 1 Table of Contents 2 Executive Summary 4 Section 1: Project Overview 4 Section 2: What is Student Wellbeing? 5 Section 3: The Outcomes of Student Wellbeing and its Pathways 6 1. Physical and Emotional Safety 6 2. Pro-social values 7 3. A supportive and caring school community 7 4. Social and Emotional Learning 7 5. A Strengths-based Approach 8 6. A sense of Meaning and Purpose 8 7. A Healthy Lifestyle 9 Section 4: International Focus on Student Wellbeing 9 Section 5: Student Wellbeing in the Australian Educational Context 9 5.1: Australian Government National Frameworks in Education 9 5.2 Report on the of the Responses of State and territory and non-government education authorities to the Concept of a National Student Wellbeing Framework 11 5.3 Student Wellbeing in State and Territory Curriculum and Policy Documents 11 Section 6: Whole School Approaches to Student Wellbeing: Issues of School Leadership, Implementation and Sustainability of Student Wellbeing Initiatives 12 Section 1: Project Overview 13 1.1 Introduction 13 1.2 Project Objectives 13 1.3 Methodology 14 Section 2: Student Wellbeing and its Pathways 16 2.1 What is Student Wellbeing...
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...A Handbook for Development Practitioners Ten Steps to a 29672 ResultsBased Monitoring and Evaluation System Jody Zall Kusek Ray C. Rist THE WORLD BANK A Handbook for Development Practitioners Ten Steps to a Results-Based Monitoring and Evaluation System A Handbook for Development Practitioners Ten Steps to a Results-Based Monitoring and Evaluation System Jody Zall Kusek Ray C. Rist THE WORLD BANK Washington, D.C. © 2004 The International Bank for Reconstruction and Development / The World Bank 1818 H Street, NW Washington, DC 20433 Telephone 202-473-1000 Internet www.worldbank.org E-mail feedback@worldbank.org All rights reserved. 1 2 3 4 07 06 05 04 The findings, interpretations, and conclusions expressed herein are those of the author(s) and do not necessarily reflect the views of the Board of Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of the World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The World Bank encourages dissemination...
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...Annex 14 Center for International Forest Research Southern Africa Regional Office Lusaka, Zambia Report Climate Change in Zambia: Opportunities for Adaptation and Mitigation through Africa Bio-Carbon Initiative By Samuel Mulenga Bwalya Peaks Environmental Management Consultants P.O Box 32632 Lusaka, Zambia January, 2010 Table of Contents Contents Page Table of Contents................................................................................................................. i List of Tables ...................................................................................................................... ii List of acronyms ................................................................................................................ iii Acknowledgements............................................................Error! Bookmark not defined. Executive Summary ............................................................................................................ v 1. Introduction................................................................................................................. 1 1.1 Objectives of the study........................................................................................ 1 1.2 Approaches and methodology............................................................................. 2 2. Climate variability and impacts .................................................................................. 2 2.1 Climate...
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...Tertiary and Vocational Education Commission 1.0 Introduction: Tertiary and Vocational Education Commission (TVEC) was established in 1991 under the provisions of Tertiary and Vocational Education (TVE) Act. No. 20 of 1990. It has been functioning under the purview of the Ministry of Vocational Training and Rural Industries as a separate unit up to December 1999. The Presidential Task Force on Technical Education and Vocational Training recommended enhancing the capacity and capabilities of the TVEC in 1998. Accordingly, the Commission was re-established in December 1999 as a body corporate with additional powers on research and development and fund allocation under the provisions of the TVE Act. No.50 of 1999. 1.1 Vision A Technical and Vocational Education and Training (TVET) system where all seekers of training will have equal access to the highest possible standards of TVET, that assures gainful employment globally 1.2 Mission As the apex body in the TVET sector, we are committed to establish and maintain an efficient, effective and quality assured TVET system, which is relevant to socio-economic goals, and changing market needs. 1.3 Objectives The general objectives of the Commission are: a. Policy development, planning, co-ordination and development of the Tertiary Education and Vocational Education at all levels in keeping with human resource needs of the economy b. Development of a nationally recognized system for granting of Tertiary...
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...practitioners towards supporting micro finance activities in Uganda, and the rapid expansion of the micro finance industry. Integration of Micro Finance Institutions (MFIs) into the formal financial system has been established, while measures have been taken to build capacity and enhance coordination in the micro finance industry, as well as expand the outreach of sustainable micro finance. The paper, however, identifies a number of challenges to the development of the micro finance industry: There is need to strengthen the capacity of MFIs to build their management information systems, and to rebuild infrastructure in underserved areas as well as strengthen capacity for identifying potential market structures, which could serve as the basis on which to build sustainable micro finance services. Other challenges include restoring peace in conflict areas and strengthening corporate governance especially for the Tier -4 MFIs. Moreover, for many of the programs aimed at supporting the micro finance industry to be effective, there is need for continued economic stability, government commitment to develop the industry, improvements in mechanisms to monitor the implementation o the programs, f and further efforts to rebuild the capacity at local governments. The...
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... Introduction 5 1.2 Rationale behind the Workshop 6 1.3 Workshop Objectives 7 Session 2: Workshop Papers 9 2.1 Opening Remarks 9 Ms Margot Davids - Chief Director – Children 2.2 Devolution of Legislative Powers to Municipalities: 10 Prof Jaap de Visser - Community Law Centre – UWC 2.3 Local Government, The South Africa Constitution and Child Rights 13 Andre Viviers - UNICEF SA 2.4 S.A. Law Reform Commission- Position Paper: Local Government and the Implementation of the Children’s Act 15 Dr Jackie Loffell - Johannesburg Child Welfare 2.5 Local Government and the Implementation of the Children’s Act: Framework on Assignment of Functions 18 Ms Matlogonolo Sebopela - National Department of Social Development 2.6 EPWP Social Sector (ECD) and Local Government 22 Ms Pearl Mugerwa - Department of Public Works 2.7 Situational Analysis of Children with Disabilities in South Africa 26 Ms Manthipi Molamu-Rahloa - National Dept of Social Development 2.8 Services needed by Children with Disabilities from Local Government 30 Mr Danie Botha-Marais - National Council for Persons with Disabilities (NCPPDSA) 2.9 The Right to Education Campaign – Children with Disabilities 33 Ms Narina Nel -University of the Western Cape 2.10 ...
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...International Training Course on Integrating a Value Chain Perspective in Small Scale Enterprise Development TRAINING SCHEDULE November 19-30, 2012 Rural development generally includes supporting local people’s livelihoods through income-generating activities and small-scale enterprises. Previous program experiences point to the importance of building local entrepreneurship capacity, establishing business organizations, and enabling access to key institutional support services. New challenges have emerged that influence success of these development efforts such as: 1) managing the impact of emerging markets on rural producers and consumers, 2) improving competitiveness and efficiency of small-scale enterprises, and 3) promoting equitable gender sensitive contributions and benefits among stakeholders including private sector. More recently, value chain approaches have been explored to bring more benefits to rural producers through better market links. Course Description The course focuses on integrating a value chain perspective in rural development, and how this conceptual and methodological framework can enhance program strategies for sustainable livelihoods, profitable small scale enterprises and socially responsive private sector. Learning content includes: basic principles and concepts of value chain development, practical methods and tools in integrating value chain perspective in rural development programming, and lessons learned from case studies on linking rural enterprises...
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...Technical Assistance TAR: IND 39106 Technical Assistance to India for the Uttaranchal Power Sector Capacity Building Project August 2005 CURRENCY EQUIVALENTS (as of 1 August 2005) Currency Unit Re1.00 $1.00 ADB DEA EA EMP HR IA IPDF IT kV kWh MOP MW O&M PIU PMO PTCUL RF RMU RP SGU SHP TA UEID UJVNL UPCL UREDA v – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – Rupees (Re/Rs) $0.0231 Rs43.3800 ABBREVIATIONS Asian Development Bank Department of Economic Affairs executing agency environmental monitoring plan human resources implementing agency Indigenous People’s Development Framework information technology kilovolt kilowatt-hour (1,000 watt-hours) Ministry of Power megawatt (1,000,000 watts) operation and maintenance project implementation unit project management office Power Transmission Corporation of Uttaranchal, Ltd. resettlement framework rehabilitation, modernization, and upgrading resettlement plan State Government of Uttaranchal small hydropower plant technical assistance Uttaranchal Energy and Irrigation Department Uttaranchal Jal Vidyut Nigam, Ltd. Uttaranchal Power Corporation, Ltd. Uttaranchal Renewable Energy Development Agency volts TECHNICAL ASSISTANCE CLASSIFICATION Targeting Classification Sector Subsectors Themes Subthemes – – – – – General intervention Energy Hydropower generation, transmission and distribution Sustainable economic growth, environmental sustainability Fostering physical infrastructure development, cleaner industrial...
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...PORTFOLIO MANAGEMENT PLAN ROUGH DRAFT PROJ 587 ADVANCED PROGRAM MANAGEMENT DEVRY UNIVERSITY, KELLER GRADUATE SCHOOL OF MANAGEMENT MAR 29, 2015 TOPIC: Mortgage banking XYZ Company The purpose of this project is to develop and enhance our managerial skills in the area of portfolio management technique. This paper will focus on the portfolio managements plan utilized in the area of mortgage banking industry. Our team decided to create a pseudo company that will mimic similar companies like Chase Mortgage Banking etc. The three projects used in the development of this portfolio plan include: • Compliance Management Systems • Loan Origination Systems • Modification Assistance These projects can also be classified as programs for the purpose of this paper and it was meticulously selected due to it value and also it interconnectivity with each other as we manage the portfolio plan. OVERVIEW: Chase is the U.S. consumer and commercial banking business of JPMorgan Chase & Co. (NYSE: JPM), a leading global financial services firm with assets of $2.3 trillion and operations in more than 60 countries. They are the neighborhood banks for thousands of communities across the country. Chase serve approximately one of out of every six Americans through more than 5,500 bank branches; 18,000 ATMs; mortgage offices; online and mobile banking; as well as relationships with auto dealerships, schools and universities. • Serves 21 million households with consumer...
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