Community Development Evaluation Storymap and Legend

Community based organizations, funders, and intermediary organizations working in the community development field have a shared interest in building stronger organizations and stronger communities. Through evaluation these organizations can learn how their programs and activities contribute to the achievement of these goals, and how to improve their effectiveness and the well-being of their communities. Yet, evaluation is rarely seen as part of a non-judgemental organizational learning process. Instead, the term "evaluation" has often generated anxiety and confusion. The Community Development Storymap project is a response to those concerns.Illustrations found in this document were produced by Grove Consultants

Making Aid Effectiveness Work for Family Planning and Reproductive Health

This Population Action International Working Paper analyzes the five principles of aid effectiveness -- country ownership, alignment, harmonization, managing for results, and mutual accountability -- from a family planning and reproductive health perspective. It also describes how the Paris Declaration has changed the ways of managing and delivering aid; highlights entry points and obstacles for champions working to improve funding and policies; and makes recommendations for civil society organizations, governments and donors

Informatisation of transport process using GPS navigation system

Nowadays, internal business processes are one of the crucial factors of firms’ competitive advantage achievement, which is becoming increasingly important, not only on local but also on global markets. Firms’ performance improvement depends to a large extent on its flexibility, adjustability and especially ability to manage internal business processes. Hence, use of information technology is among the fundamental elements of business process change, which not only improve competitiveness but also assure long term development and growth of the firm. For all these reasons, the main purpose of this article is firstly to establish that use of information technology is feasible in all industries, explain what possible obstacles for successful informatisation are, and which are major advantages after its implementation. Secondly, within theoretical aspect we present broaden view of informatisation in logistics, whilst practical example illustrates successful informatisation of transport process with adoption of GPS (Global Positioning System) in a transport firm. Furthermore, in this article we are also introducing a case study of three transport firms describing process flow before and after implementation identifying enhanced information quality, service quality and communication as a foremost advantages and achievements after informatisatio

Putting the Pieces Together for Good Governance of REDD+: An Analysis of 32 REDD+ Country Readiness Proposals

Developing countries are receiving new financial and technical support to design and implement programs that reduce emissions from deforestation and forest degradation (referred to as REDD+). Reducing emissions from forest cover change requires transparent, accountable, inclusive, and coordinated systems and institutions to govern REDD+ programs. Two multilateral initiatives -- the World Bank-administered Forest Carbon Partnership Facility (FCPF) and the United Nations Collaborative Programme on Reducing Emissions from Deforestation and Forest Degradation in developing countries (UN-REDD Programme) -- are supporting REDD+ countries to become "ready" for REDD+ by preparing initial strategy proposals, developing institutions to manage REDD+ programs, and building capacity to implement REDD+ activities. This paper reviews 32 REDD+ readiness proposals submitted to these initiatives to understand overall trends in how eight elements of readiness (referred to in this paper as readiness needs) are being understood and prioritized globally. Specifically, we assess whether the readiness proposals (i) identify the eight readiness needs as relevant for REDD+, (ii) discuss challenges and options for addressing each need, and (iii) identify next steps to be implemented in relation to each need. Our analysis found that the readiness proposals make important commitments to developing effective, equitable, and well-governed REDD+ programs. However, in many of the proposals these general statements have not yet been translated into clear next steps

Evaluating Ecosystem Investments

This report focuses on what was learned about best practices for evaluating the effects of ecosystem investments along with examples of how others are using these practicesin their work.MethodologyThree research questions guided this engagement:What are the new / best practices in evaluating the effects of ecosystem invest­ments?Which organizations are evaluating these investments well? What can they teach us?What relevant outcomes and indicators could Omidyar Network use to evaluate its ecosystem investments?To answer these questions, FSG conducted the following activities, in addition to drawing on our experience supporting strategic learning and evaluation in complex environments. Appendix A includes a complete list of grants reviewed and interviewees.Grants analysis: FSG analyzed Omidyar Network's Initiative Results Architecture frameworks and 23 grants within its ecosystem investment portfolio. These docu­ments helped ground our research in an understanding of the different types of ecosystem investments Omidyar Network is making, as well as how the organiza­tion currently evaluates the impact of its ecosystem investments.Literature review: FSG reviewed more than 60 publications to identify best practices in evaluating ecosystem investments—these publications included both peer-reviewed journal articles and "grey literature" (conference presentations, blog posts) by organizations employing advocacy-type strategies.Interviews: FSG conducted interviews with nine external experts (listed in Appen­dix A) to more deeply understand effective practices in evaluating the effects of eco­system investments and to identify leading organizations in this area. Interviewees were identified to glean best practices from both within and outside the traditional social sector

Strategic Human Capital Management: NRC Could Better Manage the Size and Composition of Its Workforce by Further Incorporating Leading Practices

[Excerpt] After the passage of the Energy Policy Act of 2005, which included tax incentives for nuclear energy, NRC significantly expanded its workforce to meet the demands of an anticipated increase in workload that ultimately did not occur. More recently, a forecast for reduced growth in the nuclear industry prompted NRC to develop plans for changing its structure and workforce to better respond to changes in the nuclear industry. Strategic human capital planning is one of several actions the agency is taking. The explanatory statement accompanying the Consolidated Appropriations Act for fiscal year 2016 included a provision for GAO to report on NRC’s workforce management. GAO examined NRC’s strategic human capital management efforts and the extent to which these efforts incorporate leading practices. GAO reviewed NRC’s strategic workforce plan and other related documents and interviewed knowledgeable NRC officials

Big data for monitoring educational systems

This report considers “how advances in big data are likely to transform the context and methodology of monitoring educational systems within a long-term perspective (10-30 years) and impact the evidence based policy development in the sector”, big data are “large amounts of different types of data produced with high velocity from a high number of various types of sources.” Five independent experts were commissioned by Ecorys, responding to themes of: students' privacy, educational equity and efficiency, student tracking, assessment and skills. The experts were asked to consider the “macro perspective on governance on educational systems at all levels from primary, secondary education and tertiary – the latter covering all aspects of tertiary from further, to higher, and to VET”, prioritising primary and secondary levels of education