CGIAR Research Program on Forests, Trees and Agroforestry - Plan of Work and Budget 2020

There were no significant changes in 2019 to FTA’s theory of change1. FTA plans all its work on the basis of its operational priorities. These, in turn, focusresearch towards major development demands and knowledge gaps, orienting FTA towards the implementation of the SDGs and other global commitments. Three operational priorities were added in 2020 (see list in Appendix 1) to better delineate pre-existing research areas addressing development bottlenecks needing dedicated investment and visibility: smallholder tree-crop commodities, tree seeds and seedlings delivery systems, and foresight. FTA organized in 2019, at the request of its ISC, a joint ISC-FTA workshop on impact assessment methods for the program. Based on the outcomes of this workshop FTA will, inter alia, revisit in 2020 its impact pathways and end of programme outcomes, and if need be, corresponding adjustments to the ToC of FTA and/or of its FPs will be made

CGIAR Research Program on Forests, Trees and Agroforestry - Plan of Work and Budget 2020

There were no significant changes in 2019 to FTA’s theory of change1. FTA plans all its work on the basis of its operational priorities. These, in turn, focusresearch towards major development demands and knowledge gaps, orienting FTA towards the implementation of the SDGs and other global commitments. Three operational priorities were added in 2020 (see list in Appendix 1) to better delineate pre-existing research areas addressing development bottlenecks needing dedicated investment and visibility: smallholder tree-crop commodities, tree seeds and seedlings delivery systems, and foresight. FTA organized in 2019, at the request of its ISC, a joint ISC-FTA workshop on impact assessment methods for the program. Based on the outcomes of this workshop FTA will, inter alia, revisit in 2020 its impact pathways and end of programme outcomes, and if need be, corresponding adjustments to the ToC of FTA and/or of its FPs will be made

Collaborative Project Governance and Scorecard Techniques for Successful Inter-firm Systems Integration

Inter-firm systems integration (e.g. supply chain systems) is required to enable partnering firms to co-create products or services. Each firm has their own strategy and IT governance model for guiding their systems and project portfolio management. In a partnership of two or more companies, collaborative IT governance needs to assure that all firms are able to follow a common strategy and objectives, which are aligned with the individual strategies and goals. However, how can we measure the status of collaborative objectives and execute their alignment with individual strategies? For a successful inter-firm system integration project, the paper introduces a collaborative IT governance model based on the CobiT framework with an associated Collaborative Project Scorecard (CPS) concept to monitor the execution of the SI program more effectively. The paper also identifies relevant success criteria that improve the performance of inter-firm system integration by evaluating the results of a case study in the automotive industry

Private Sector Investment and Sustainable Development: The Current and Potential Role of Institutional Investors, Companies, Banks and Foundations in Sustainable Development

This paper seeks to provide the Financing for Development process with a perspective on the role institutional investors, companies, and foundations can play in the design and implementation of a financing strategy for global sustainability. This will help bridge the terminology and investment approaches of institutional investors, companies, foundations, and governments. The paper highlights ongoing efforts among private investors to increase the impact of their investments. It concludes with a set of key actions facing investors, companies and foundations in their transition towards investment practices that contribute to sustainable development

concept paper

In this concept paper, we outline our working plan for the next phase of the Corporate Semantic Web project. The plan covers the period from March 2009 to March 2010. Corporate ontology engineering will improve the facilitation of agile ontology engineering to lessen the costs of ontology development and, especially, maintenance. Corporate semantic collaboration focuses the human- centered aspects of knowledge management in corporate contexts. Corporate semantic search is settled on the highest application level of the three research areas and at that point it is a representative for applications working on and with the appropriately represented and delivered background knowledge. Each of these pillars will yield innovative methods and tools during the project runtime until 2013. We propose a concept draft and a working plan covering the next twelve months for an integrative architecture of a Corporate Semantic Web provided by these three core pillars