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adenhoru · 6 months ago

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Top 7 Challenges in Municipal Land Use Planning

Municipal land use planning plays a pivotal role in shaping communities, balancing development needs with environmental sustainability, social equity, and economic prosperity. However, numerous challenges confront municipalities in effectively managing land use decisions. This article explores the top seven challenges in municipal land use planning and proposes strategies to overcome them, ensuring more resilient and vibrant communities.

Urban Sprawl and Infrastructure Pressure: Urban sprawl, characterized by unplanned, low-density development extending outward from urban centers, strains municipal infrastructure and services. Challenges include increased traffic congestion, higher infrastructure maintenance costs, and diminished agricultural or green spaces. To combat sprawl, municipalities can implement smart growth policies, promoting compact, mixed-use development, transit-oriented development, and infill projects. By prioritizing urban revitalization and efficient land use, municipalities can alleviate infrastructure pressure and foster sustainable growth.

Affordable Housing Shortages: Many municipalities face affordable housing shortages due to escalating real estate prices, limited housing stock, and regulatory barriers. Affordability challenges disproportionately affect low and moderate-income households, exacerbating social inequality and housing insecurity. To address this issue, municipalities can adopt inclusionary zoning policies, incentivize affordable housing development through density bonuses or tax credits, and streamline regulatory processes for affordable housing projects. Collaborations with nonprofit organizations and leveraging public-private partnerships can also enhance affordable housing opportunities and promote inclusive communities.

Environmental Conservation and Climate Resilience: Municipalities grapple with balancing development pressures with environmental conservation imperatives and climate resilience goals. Climate change exacerbates risks such as flooding, sea-level rise, and extreme weather events, necessitating proactive land use planning strategies. Municipalities can integrate climate adaptation and mitigation measures into land use plans, such as incorporating green infrastructure, preserving natural habitats, and promoting energy-efficient building standards. By prioritizing environmental sustainability and resilience, municipalities can safeguard ecosystems, protect vulnerable communities, and enhance overall quality of life.

Transportation and Mobility Challenges: Inadequate transportation infrastructure and limited mobility options pose significant challenges for municipalities, contributing to congestion, pollution, and reduced accessibility. To address transportation challenges, municipalities can develop comprehensive transportation plans that prioritize multi-modal transportation options, including public transit, biking, and pedestrian infrastructure. Investing in transit-oriented development, complete streets initiatives, and intelligent transportation systems can enhance mobility, reduce dependency on private vehicles, and improve overall transportation efficiency.

Community Engagement and Participation: Effective community engagement is essential for inclusive and transparent land use planning processes. However, municipalities often face challenges in engaging diverse stakeholders, fostering meaningful dialogue, and incorporating community input into decision-making. To enhance community engagement, municipalities can employ a variety of outreach strategies, including public hearings, workshops, online surveys, and citizen advisory boards. By fostering collaborative partnerships with residents, businesses, and community organizations, municipalities can build consensus, increase public trust, and ensure that land use decisions reflect community values and priorities.

Economic Development and Revitalization: Municipalities strive to promote economic development and revitalization while preserving community character and heritage. However, economic development initiatives must balance growth opportunities with social equity considerations and mitigate potential displacement impacts. To support economic development, municipalities can implement targeted incentive programs, streamline permitting processes, and support small business incubation and entrepreneurship. Additionally, preserving historic districts, cultural assets, and local landmarks can enhance community identity and attract visitors, contributing to sustainable economic growth.

Regulatory Complexity and Administrative Burden: Municipal land use planning is often hindered by regulatory complexity, bureaucratic inefficiencies, and administrative burdens. Cumbersome zoning codes, conflicting regulations, and lengthy approval processes can stifle development and deter investment. To streamline land use regulations, municipalities can undertake zoning code revisions, consolidate permitting procedures, and implement online permitting systems to enhance accessibility and transparency. By improving regulatory clarity and administrative efficiency, municipalities can facilitate responsible development, spur economic growth, and enhance overall land use planning effectiveness.

Conclusion: Municipal land use planning faces a myriad of challenges, from urban sprawl and affordable housing shortages to environmental conservation and regulatory complexity. However, by adopting proactive strategies and fostering collaboration among stakeholders, municipalities can overcome these challenges and create more resilient, equitable, and sustainable communities. Through innovative planning approaches, inclusive community engagement, and adaptive governance, municipalities can chart a path towards a more vibrant and prosperous future for all residents.

#municipal land use planning

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kspp · 8 months ago

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Resilience: Getting the Discourse Right!

Amidst uncertainties surrounding the Indian economic growth and the ongoing pandemic wreaking havoc across the country, the climate question hangs in the balance. On the one hand, the Indian government’s support for the coal sector cast doubt on its commitments to mitigate the global climate crisis. On the other hand, the potential for climate adaptation through national programs like AMRUT, PMAY, Smart Cities Scheme, and SBM-U is inadequate due to these programs’ limited attention to resilience building or risk reduction. On 23 September 2019, the need for climate adaptation was brought (back) into focus by the announcement of a global Coalition for Disaster Resilient Infrastructure (CDRI) by Prime Minister Narendra Modi. The CDRI is a multi-stakeholder international partnership to build resilience into infrastructure systems to ensure sustainable development.

The use of the term ‘resilience’ in India’s adaptation efforts, as across the globe, raises important questions about the discourses underlying its use and their eventual manifestation in practice—to avert, prepare, and recover from climate-linked crises. Compared to sustainability that urges continual preparation for an ever-distant future, resilience offers a more hopeful and optimistic outlook for coping in the face of adversity. Notwithstanding this optimism, the translation of resilience in practice encounters accusations of glossing over critical social aspects of equity, justice, and participatory democracy. In the first instance, the contention lies in the concept’s propensity for multiple interpretations. From an engineering perspective, resilience describes a physical materials’ (iron or plastic) property to revert to its original form or structure after being deformed by external forces. A more dynamic interpretation, departing from the former equilibrist view, appears in the context of natural and environmental sciences. Rather than seeking equilibrium, resilience preserves system functionality by reconstituting its structure in response to internal or external disturbances. For example, a water body that responds to high nutrient content by undergoing eutrophication can, within specific limits, revert to its original healthy state once the pollutant content decreases. Notably, in both these interpretations—both equilibrist and dynamic, resilience is mainly construed as a property of physical or natural systems, not social.

The third interpretation of resilience arises from its deployment to describe social systems’ capacity for self-organization in the face of crises. In contrast to the former two, this reading of resilience was a deliberate attempt to expand its disciplinary reach and, rather normatively, explain how societies react to disturbances. Insofar as this expansion sought to conceive social systems as inherently resilient and capable of bouncing back from internal and external crises with or without reconstituting their structure, it precluded attention to the source of these crises and whether the pre-crisis state was desirable at all, and if so, for whom? As such, the mobilization of a concept emerging from hard sciences to explain social concepts and constructs carries obvious blind spots.

Subjecting social systems’ capacity to normative conceptions of adaptation to withstand various crises reveals intractable incompatibilities between the concept of resilience and the contemporary social sciences. Yet, the concept has and continues to garner traction, as mentioned above. Insofar as resilience is mobilized as a foundational concept to construct visions of a future beset by climate-linked disasters, it has manifested in three primary forms. First, emergency management and disaster preparedness plans emphasize risk reduction and institutional preparedness like the National Disaster Management Act 2005 and the National Disaster Management Policy 2009 and 2016. Second, roadmaps for post-disaster recovery and revitalization. Given the lackadaisical approach to post-disaster recovery and revitalization in India, examples of comprehensive disaster-specific recovery plans are few and far between. An essential aspect of recovery is addressed by the National Disaster Relief Fund (NDRF), constituted under the NDMA, 2005, ‘to meet the expenses for emergency response, relief, and rehabilitation.’ Third, climate adaptation plans to emphasize ‘developing systems and structures in the present to forestall the challenges of a potentially catastrophic future.’

Each type of plan mentioned above draws on a different understanding of resilience, resulting in the differential conceptualization of the disaster, the communities or regions vulnerable to it, and the subsequent post-disaster recovery and resource allocations that must follow. Take, for instance, the emergency management and disaster preparedness plans. Inasmuch as these plans underscore a proactive approach to averting or minimizing the impact of climate-linked emergencies, their primary focus remains on reducing recovery times and instituting standardized response protocols, often at the expense of improving mitigation and preparedness. An inherent issue with a top-down recognition of a disaster is the persistent exclusion of the vulnerable community’s perspectives. In the Indian context, this raises questions like: does persistent malnutrition and hunger among the country’s poor count as a disaster, or does it only get registered when a severe drought hits? A nonparticipatory view of what counts as a crisis and when and where an emergency occurs consistently shuts out communities with the feeblest voice. Also, the inability to differentiate between different types of disasters—slow-acting like food impoverishment of large swathes of the population versus sudden shocks like floods and wildfires—results in emergency management and preparedness plans that emphasize the latter at the expense of the former.

Whether and how a disaster is characterized has deeper repercussions for post-disaster recovery and revitalization interventions. The policies and plans set into motion by post-disaster roadmaps, whether addressing sudden shocks or slow burns, carry normative implications for recovery and reconstruction. For physical systems, like energy infrastructures, these strategies emphasize increasing investments to harden transmission lines and expand distribution network redundancies. For social structures, these same strategies, quite rightly, entail reducing poverty and eliminating social vulnerabilities. But one need look no further than the aftermath of the migrant crisis and the official reactions (or lack thereof) to the unfolding humanitarian disaster. Incisive questions asked by Lawrence Vale, Director of MIT’s Resilient Cities Housing Initiative, in the context of Hurricane Katrina also apply to India’s migrant crisis:

“Is ‘the city’ resilient even if many of its poorest former citizens have not been able to return? Or, as is the view of some, is the city’s resilience actually dependent on the departure of many of its most vulnerable residents?”

Increasing resilience of societies against slow-acting crises like malnutrition, droughts, or growing economic inequality, for that matter, carries greater normative overtures. The slow-acting nature of such crises subjects the determination of their severity and remediating assistance to political vicissitudes rather than case- and location-specific evidence-based policy measures.

Finally, the deployment of resilience in climate adaptation plans, unlike emergency management and post-disaster roadmaps, is rendered expedient in anticipating an impending catastrophe as opposed to ongoing or begone crises. Determination of vulnerability, social and locational, to anticipated climate catastrophes, then, increasingly, becomes the province of high-level political committees and expert-driven viewpoints, which often cede no meaningful ground to the vulnerable themselves. When given as likely to occur, a crisis sanctions non-local and non-state actors to marshal citizens to embrace standard adaptation practices without reference to local ‘threat perceptions’ in relation to the crisis. The 73rd and 74th amendments to the Indian constitution, which unfortunately remain ineffectually implemented, include provisions for poverty alleviation, welfare for weaker sections of the society, and devolution of State powers and responsibilities for economic development and social justice. Bolstering the implementation of these and other provisions to facilitate devolution to local levels is likely to improve urban and rural capacities to build context-specific adaptive capabilities, particularly for the vulnerable.

With its predominant focus on infrastructure resilience rather than explicitly on social dimensions, adaptation efforts resulting from the CDRI are likely to bypass the challenge of enacting feasible and effective social interventions to increase social resilience. Regardless, as India takes the critical step to building its resilience, it behoves policy professionals and civic leaders to question the optimism surrounding the concept of resilience, its potential for disregarding the vulnerable, and its propensity for being co-opted the dominant order.

Dr. Ali Adil is an Assistant Professor at Kautilya School of Public Policy, which aims to rebalance the role of Society, Government, and Business towards an Equitable and Regenerative India and the World.

#public policy #Policymakers #Kautilyaschoolofpublicpolicy

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georgetownacsjobs · 5 years ago

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Coordinator, International Programs, at Sesame Workshop

JOB DESCRIPTION

Sesame Workshop is seeking a Coordinator, International Programs. The role reports into a Senior Director in the International Social Impact Department at Sesame Workshop in New York City. We seek a detail-oriented and collaborative individual who will work closely with Sesame Workshop staff and partners to support program development, planning, and implementation of a variety of mass media, education, outreach, and public awareness initiatives globally. Geographically, this role will focus mainly on supporting Sesame’s work in Sub-Saharan Africa, particularly in South Africa anchored by our branch office in Johannesburg; and on the work of Sesame Workshop India’s office in New Delhi.

Responsibilities:

Project Coordination/Administration

Lead administrative processes to support initiatives in Sub-Saharan Africa & India:

Coordinate communication with multidisciplinary teams

Arrange and schedule internal meetings and manage travel logistics

Submit and track necessary documents through approval processes, such as legal contracts

Project Coordination:

Develop and manage timelines, workflows, and work plans

Track expenditures against budgets, submit invoices and compile expense reports

Serve as liaison between team members both at the Workshop and locally in-country; provide information and follow-up on requests from internal and external partners

Support communication with multi-disciplinary partners and stakeholders across media, education, philanthropy, non-profit, and commercial sectors

Draft, update, and organize program assets:

Support the drafting of presentations, planning decks, fact sheets, internal and external reports, concept notes, project plans, executive briefings

Draft and design email newsletters, power-points, and brochures for internal and external communications purposes

Organize and maintain all project resources such as budgets, contact sheets, contracts, narrative and financial reports, and invoices

Planning and Program Development

Conduct desk research and synthesize information on local educational needs, social development contexts, mass media and digital landscape, and business development opportunities

Help create planning and management frameworks to support program development

Help identify new program and partnership opportunities aligned with program goals

Work closely with the Philanthropic Development Department to research and draft materials to support fundraising and reporting

Position Qualifications:

Bachelor’s degree or similar experience. Master’s degree a plus in relevant field such as International Development/Affairs

2 years of relevant professional experience

Ability work across cultural-contexts and time zones

Background working or living internationally desired; in Sub-Saharan Africa or India a plus

Experience in project coordination. Program development a plus

Excellent written communication skills: analytical, polished, and precise

Experience drafting compelling concept notes, presentation decks, proposals, project plans, and executive briefings

Experience with design (ex: PowerPoint, InDesign, Photoshop, MailChimp/Constant Contact) for communications materials, a plus

Experience with collaborative processes and multi-disciplinary partnership management. Poised and professional communicator who can interact with high-level executives

Self-directed and takes initiative to accomplish goals

Desirable, but not required:

Familiarity with digital media ecosystem and innovation in emerging markets

Experience or demonstrated interest in media, children’s media, or marketing

Commitment to Sesame Workshop’s mission and core values; cares about international issues

Department Overview - International Social Impact

Sesame Workshop’s International Social Impact department develops and implements Sesame’s powerful initiatives to serve children and families around the world. Building upon the familiarity and appeal of the trusted, beloved Sesame Street characters – and their global counterparts – we create and disseminate unique educational resources and tools for families most in need. Sesame’s research-driven initiatives reach many children who would otherwise have little or no access to early childhood education, and support all aspects of children’s development – including healthy habits, cognitive development in areas such as early literacy and math, and social-emotional well-being and resilience. We reach and engage children ages 3 – 8 and the important adults in their families and communities using multiple media platforms and innovative strategies – from television and radio to digital media, mobile technologies, classroom materials, teacher/provider training, social media, and more.

TO APPLY: All interested applicants should submit relevant materials here.

#HireAHoya #Jobs #Careers

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wolfliving · 5 years ago

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Panasonic Denver

It’s a public relations document from the corporate sponsor, probably because a town like that would never dream of having an independent regional newspaper.

https://na.panasonic.com/ca/trends/building-smart-city-why-most-cities-are-interested-few-are-ready

Building the Smart City: Why Most Cities Are Interested but Few Are Ready

Fifty kilometres east of Tokyo, Panasonic built a model community. A 1,000 home neighbourhood where everything looks pretty normal but where everyday life is infused with technology that makes it one of the most sustainable and resilient places to live on this planet — truly a smart city.

Fujisawa is powered by a solar smart grid, which allows the neighbourhood to run off-grid for up to seven days, and the town’s carbon emissions are 70 per cent lower than the average community of its size. Every element in the town is multi-purpose and designed to endure even the most destructive natural disasters. The roof of the town’s community centre is a public space that sits above the tsunami flood line. And in the event of a natural disaster or loss of power, the park benches convert into barbecue grills to help feed the community. (((Something vaguely dreadful about this design detail.)))

The entire town is a virtual gated community with blanket 24-7 video surveillance coverage, allowing children to play safely, while their parents watch from their smart phones. (((Yeah, well....)))

The Fujisawa Model

As highlighted recently in the Toronto Star, Panasonic’s approach to smart city building starts with a pretty basic concept – know your audience. Panasonic is currently building a smart city from the ground up near Denver, Colo., called Peña Station Next, and the conversations that have happened in Denver are very similar to those happening in Canada and around the world right now. How much data collection is too much? Who controls it? And who gets access? These are all essential questions and they must not be afterthoughts of the planning process.

Fujisawa looks the way it does because it suits the needs and requirements of the people who live there. In comparison to North American culture, the residents of Fujisawa have a higher level of comfort with the role data collection plays in their day-to-day lives, and an understanding of what they get in return. (((One wonders how many actual children those Japanese people have.)))

The beauty of Panasonic’s CityNOW approach is that it can be scaled, through consultation, to suit the needs of any community and various public/private partnership models. (((As John Keats once remarked, Beauty is scale, scale beauty.)))

Listening to Learn What Works

Most communities are interested in building smart cities, but few are actually ready. In most cases that’s because the work has not been done to make sure all stakeholders are aligned on the approach.

In Denver, Panasonic engaged in in-depth consultations and, as a result, is using a selection of all the available smart city technologies. That’s because some of the options just aren’t a fit with the municipality, the developers and the people who might want to live in this community.

But it doesn’t mean we’re not innovating to meet the needs of future residents. For example, Peña Station Next will be home to the first large-scale deployment of connected vehicles in the U.S. There is a never-ending need to communicate, but with that communication comes progress.

How Does This Relate to Toronto and the Canadian Market?

The thread that connects Fujisawa to Denver to Toronto is this: technology exists only to support design that puts people first.

As other Canadian communities begin to adopt smart technologies, it’s more important than ever that we bring all stakeholders together to work toward that goal. It sounds obvious and it may sound easy, but it’s extremely tough to get large, complex organizations within cities to define and then agree to pursue collective objectives that will only be successful if we work on them together — and then to keep everyone focused on that over quarters, years and election cycles.

That’s where the CityNOW initiative differentiates itself from competitors in the smart cities space. At Panasonic, we know that the first generation of smart city projects was about the technological breakthroughs. The next generation can and must be about the people and the process.

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alpiner · 2 years ago

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One medical

Together to preserve antimicrobials as lifesaving medicines across all sectors The AMR Multi-stakeholder Partnership Platform brings stakeholders across the human, animal, plant, and environment interface.Enhancing global One Health Intelligence through identifying s greater technical harmonization of the Quadripartite intelligenceĪnd data systems for effective early warning of health threats.The One Health High-Level Expert Panel (OHHLEP) is an advisory group to the Quadripartite that provides evidence-based scientific and policyĪdvice to address the One Health challenges.Vision with 6 action tracks and a theory of change, that the Quadripartite organizations committed to jointly deliver. The One Health Joint Plan of Action (OH JPA) outlines the collective.Good One Health planning, communication, collaboration and response efforts occur when government officials, researchers and workers across sectors at the local, national, regional and global levels join forces. The Quadripartite partnership is built on the Tripartite (FAO, OIE, WHO) that was expanded in March 2022, when UNEP signed the Memorandum of Understanding (MoU). To anticipate, prevent, detect and respond to plant, animal and zoonotic disease outbreaks and AMR, FAO encourages the sharing of epidemiological data and laboratory information across sectors and borders, which can result in more effective early warning, coordinated planning and response.įAO’s Joint Centre for Zoonotic Diseases and Antimicrobial Resistance coordinates One Health across different FAO divisions to mainstream One Health in FAO activities.Įxternally, FAO collaborates with UNEP, WHO and WOAH as the Quadripartite to address health threats at the human-animal-plant-environment interface and to promote health and sustainable development. One Health in agrifood systems transformation is a key Priority Programme Area, and part of FAO's Strategic Framework (2022-2031)Ī hub of technical knowledge, FAO embraces One Health in protecting human, animal,plant and environment health supporting management and conservation of natural resources ensuring food security facilitating access to safe and nutritious food tackling AMR advancing climate change adaptation and mitigation efforts and promoting sustainable fisheries and agricultural production. A One Health approach is used to design and implement programmes, biosecurity initiatives, enabling policies and, where relevant, regulatory frameworks to ensure health security from communities to national and international level. We are one world working together for One Heath.įAO supports Members to build and implement effective collaborative One Health strategies and capacities, simultaneously addressing the health of people, animals, plants and the environment. FAO focuses on eliminating hunger, promoting food security, food safety and healthy diets, preventing and controlling transboundary diseases, zoonoses and AMR, to protect the livelihoods of farmers from the impacts of plant and animal diseases, and to increase the sustainability and resilience of agrifood systems, with One Health benefits. A One Health approach is also critical for achieving the Sustainable Development Goals (SDGs).įAO works with partners to promote health systemically, in particular, the Quadripartite which includes FAO, the United Nations Environment Programme (UNEP), the World Health Organization (WHO) and the World Organisation for Animal Health (WOAH). Ensuring a One Health approach is essential for progress to anticipate, prevent, detect and control diseases that spread between animals and humans, tackle AMR, ensure food safety, prevent environment-related human and animal health threats, as well as combatting many other challenges. This involves a spectrum of actors and work on sustainable agriculture, animal, plant, forest, and aquaculture health, food safety, antimicrobial resistance (AMR), food security, nutrition and livelihoods. FAO promotes a One Health approach as part of agrifood system transformation for the health of people, animals, plants and the environment.

#One medical

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sageglobalresponse · 2 years ago

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Centre distributes fertilisers to women farmers

NNN: International Centre for Environmental Health and Development (ICEHD) has distributed no fewer than 100 bags of 50kg fertiliser of 100 knapsack sprayers,100 sprinklers and100 irrigation system to rural women farmers.

The 100 beneficiaries were selected from six geopolitical zones of the country including 35 widows who received 100 pesticides and herbicides for improved agricultural production, enable food and nutrition security and sustainable income

Dr Ndudi Bowei, partner to ICEHD and Country Manager, Rose of Sharon Foundation distributed the farm implement and aids at the National Civil Society Organisations (CSOs) Consultative Forum and media dialogue and Climate-Smart Agricultural Capacity Building for Women Farmers on Thursday in Abuja.

The forum organised by ICEHD is an offshoot of a two-year Climate Justice and Economic Resilience Project for Rural Women Farmers in Nigeria, one of the centres funded by the African Women Development Fund.

Bowei said that the project was to boost number of rural women farmers leaders skilled in climate-start agriculture and innovative farming technology and equipped with tools for increased crop production.

She added that the project would also improve food security, access to market, improved agriculture financing in 2022 among others.

According to her, “what we are trying to do is for women farmers to be able to address climate change problems through training and capacity building, access to resources and ownership of land and having funding for their agricultural activities.

“We are aware of problem of gender inequality even in agriculture, in climate change mitigation and adaptation.

“Men have more access to training, education to know how to adapt to climate change problems than women.

“In Africa especially in Nigeria 80 per cent of agricultural activities are in the hands of women yet they have less than 20 per cent of benefits from agriculture which is one of the things we are trying to address.’’

She frowned at the gender impacts of climate change on crop production, food security, access to markets, sustainable income and health implications

She, however, called for `climate justice’ for women through fair approaches with regard to the environment, weather conditions among others in the country.

Bowei called for the development and implementation of policies, laws and initiatives that support

gender-responsive approaches to `climate justice’ and agricultural initiatives and ensuring women participation at all levels in programmes and policies.

“These approaches must incorporate multi-stakeholders partnership or gender mainstreaming, equal access to training, services, land rights, economic opportunities, long term adaptation learning and agricultural financing for all rural women farmers.

“There should be equal access to resources, mainstreaming gender into agricultural budgeting and financing.

“Climate Justice is about having approaches that are fair in terms of the environment, weather conditions in Nigeria.

"Climate Change is change in weather condition which is affecting agricultural activities but women are the brunt of the challenges and problem.’’

She added: “let there be climate justice, fairness in policies and initiatives that will promote agriculture at the same per for men and women.’’

The News Agency of Nigeria reports that participants at dialogue National Apex of Nigerian Farmers Cooperative Society, professional farmers and Association of Female Farmers of Nigeria.

#nigeria #abujaconnect #farming #farmers #sage response #sageglobalresponse #likesforlike #lagos #youtube #viralpost #women farmers

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adalidda · 3 years ago

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Illustration Photo: South Corsica (France) (credits: Laurent Guidali / eXploration Etoile / Flickr Creative Commons Attribution 2.0 Generic (CC BY 2.0))

Recovery of Coastal and Maritime Tourism in the Western Mediterranean

For Portugal, Spain, France, Italy, Malta, European Union, Mauritania, Morocco, Algeria, Tunisia, Libya

This call topic seeks to support projects that will develop a multidimensional and integrated approach to re-building coastal and maritime tourism (including cruise tourism) in the Western Mediterranean. Proposals will include non-EU countries participating in the initiative for the sustainable development of the blue economy in the Western Mediterranean to ensure a coordinated approach at sea basin level.

Proposals must address at least one of the following themes:

1. Innovation in destination management

Proposals will address the following priorities to the maximum extent possible: Strategic management of the destination with a long-term orientation and better addressing environmental and social sustainability at the destination level. Creating value and making the destinations competitive and profitable, adjusted to the ‘new normality’ of the COVID era. Conservation of cultural heritage and natural values. Monitoring the competitiveness and sustainability of the destination. Promoting synergies between tourism and other productive activities, notably through participation of governmental and other public bodies, trade associations, local government, businesses, citizen representatives, local communities, cultural associations, promotion agencies. Effective marketing, including promoting cultural authenticity and natural assets. Accelerating the digital transformation processes including tourism data management and digital skills.

2. Design of smart eco-tourism packages Proposals will address the following priorities to the maximum extent possible:

Stimulating new business opportunities, which directly or indirectly support ecotourism product experiences in and around protected areas. Reducing the ecological footprint and strengthening the circular economy approach – notably in coastal cities and on islands. Strengthening destinations through the collaboration of local clusters. Promoting less known areas and prolonging the tourist season. Providing visitors with a high-quality experience. Integrating different product components (e.g. accommodation, meals, activities, transport) and suppliers (tour operators, lodging, restaurants, canteens, etc.)

For all of the above themes, applicants should clearly demonstrate how the proposal will:

Contribute to the overall resilience in the tourism sector. Contribute to the objectives of the sea basin approach in the Western Mediterranean. Build on, complement and valorise the results of relevant projects, overarching initiatives, networks and cooperation frameworks at European and Mediterranean level.

Applicants will explain clearly in their proposal how they will implement, to the maximum extent possible, the following activities within the project duration (NB: this list is non-exhaustive):

Establishment of multi-stakeholder partnerships/hubs/networks/clusters to tackle the chosen theme(s) and priorities, as outlined above, in a coordinated and collaborative way. Participating stakeholders should include entities from at least four Western Mediterranean countries, and include both EU and non-EU Western Mediterranean countries. Stakeholders from other EU Mediterranean Member States may additionally participate. Development of guidelines, business models and action plans for various stakeholders in the maritime and coastal tourism communities (e.g. regions, cities, businesses across the whole value chain, etc.) focusing on the chosen theme(s) and priorities as outlined above. Design and testing of tools to assess and measure environmental impacts and monitor the implementation of sustainable and circular approaches and indicators/standards for sustainable tourism practices. Design and testing of new tourism products corresponding to the chosen theme(s) and priorities above. Awareness raising and capacity building activities for stakeholders in the coastal and maritime tourism sectors to support uptake of new models and approaches. Development of policy recommendations for the chosen theme(s), based on lessons learned during project implementation and recommendations of mechanisms to ensure future sustainability and updating of activities beyond the project duration. Forecasting and monitoring management plans and their targets, including upgrading skills and training public and private operators. Engaging tourism destination observatories. Aligning resource management among national, regional and local planning frameworks.

All proposals should include additional, complementary activities (at least one) that support the main activities and the call topic objectives. Examples include:

Activities to facilitate exchange and liaison with tourism organisations and networks at Mediterranean and European level, regional tourism observatories, fora, clusters, task forces and other ongoing projects. Activities to support regional and national sustainable tourism policies, including stakeholder and community involvement. Awareness raising and educational workshops, conferences, seminars, webinars, etc. for tourism stakeholders. B2B meetings and matchmaking activities for private sector and relevant stakeholders to support innovative solutions. Activities to boost customer demand for innovative tourism products (e.g. ecotourism or digital services).

Expected Impact:

Applicants will describe in their proposals the concrete and measurable results within the duration of the project and their expected impact beyond the duration of the project, including indicators for the monitoring and measurement of progress.

Projects are expected to achieve the following impacts to the maximum extent possible in line with the proposed activities:

Durable partnerships/networks focusing on the chosen theme(s) involving EU and non-EU Western Mediterranean countries, and potentially including other EU Mediterranean Member States. New and applicable policy pathways and recommendations or action plans to support public authorities (national and regional) and services. Resumption of tourism services in coastal and insular territories incorporating new, innovative services for the whole value chain and for destinations. Reshaped and strengthened management practices, in line with EU policy priorities including a green, digital and circular economy approach. New public/private partnerships, start-ups, investments and job creation. New eco-tourism packages promoting cross border and interregional cooperation, with replication potential across the Mediterranean. Increased touristic activities that involve local enterprises and coastal communities. Increased digitalisation of the maritime and coastal tourism sector in the Western Mediterranean. Increased awareness of the Western Mediterranean as a sustainable, high quality and safe destination. Diversification of, and less seasonally dependent, maritime and coastal tourism products offered in the Western Mediterranean with a green, digital and circular economy approach.

Application Deadline: 12 January 2022 17:00:00 Brussels time

Check more https://adalidda.com/posts/7rpznwD5WLvGw8TNj/recovery-of-coastal-and-maritime-tourism-in-the-western

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theartofservice · 3 years ago

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236 Center of Excellence benefits and rewards you’ll get that show you’re successful. How many can you move to ‘Done’?

You know you’ve got Center of Excellence under control when you can:

1. Address data privacy for information provided to your organization as part of the cloud excellence implementer program.

2. Empower your business users to be value creators in the data supply chain.

3. Measure the business risk of using machines to make decisions and recommendations.

4. Leverage the data that you have to provide better offers and experiences.

5. Identify sources of external data that will complement the data that you own already.

6. Align business goals and the data that exists in your organization.

7. Assess the change that has occurred and make adjustments to maximize effectiveness.

8. Effectively track and report on your research activities to provide better strategic management decisions.

9. Meet the need for business agility whilst ensuring security and compliance.

10. Classify the processes within the Strategy group, or the activities of the Business Process Center of Excellence, or the processes associated with Corporate Planning.

11. Create the data or the environments today to test use cases.

12. Protect sensitive information as sensitive PII data across your enterprise.

13. Trace the path from what you have accomplished to what you will do next.

14. Best support the development of Big Data systems.

15. As data leaders best ensure that you are fit to make the most of and avoid getting left behind.

16. Use big data to model the impact of climate change on the most vulnerable populations.

17. Transform Data into Knowledge to support decision making.

18. Ensure your technology infrastructure is scalable and can support the required business agility.

19. Integrate your enterprise and cloud applications to your data warehouse in cloud.

20. Determine whether a power user program or Center of Excellence might work well for your specific group of users.

21. Use data to optimize supply chains and make them more resilient.

22. Share data across the value chain to promote smarter consumption.

23. Accelerate the migration effort to realize the business and technology benefits more quickly.

24. Structure your internal change management organization, staff it and operate it.

25. Monetize new sources of data to new create new products and services.

26. Find only relevant data when you need it.

27. Get access to skills that can help accelerate your project without making too many mistakes.

28. Build the enterprise business case for robotic automation.

29. Ensure a data driven approach to strategic decision making.

30. Accelerate the migration effort to realize the business and technology benefits.

31. Know when everyone has turned in plans/budgets.

32. Know when everyone has turned in the plans/budgets.

33. Engage with existing online communities in support of your core business functions.

34. Create/use data display tools in development.

35. Meet the rapidly changing business demands for new applications and capabilities.

36. Achieve greater business results for your own organization.

37. Identify the key drivers of business success.

38. Identify the key operational drivers of business success.

39. Maximize the resources needed for a Data Loss Prevention initiative.

40. Get the replacement CSP to assist in the cost of data migration.

41. Plan to involve stakeholders and business units to ensure the platform is used to its best capability and purpose.

42. Ensure you are compliant from Day 1 as you start doing business in a new jurisdiction.

43. As a future focused CFO and a key strategic partner ensure that you are taking advantage of the latest and most relevant technology trends.

44. Nominate a director using the proxy access provisions of your organizations By Laws.

45. Ensure compliance with business practices and objectives.

46. Continue to secure and manage the ever growing amount of information you handle.

47. Overcome the challenges of decentralized management, multiple Business Intelligence systems, and fragmented implementations.

48. Get buy in for data and analytics initiatives.

49. Make better business decisions by effectively leveraging internal and external data.

50. Get a group of busy architects to change the way they work.

51. Best present this information to enhance understanding and use.

52. Make a bigger impact on business results.

53. Get Buy-In for Data and Analytics Initiatives.

54. Create a powerful brand based on data and evidence.

55. Govern data that is not produced or managed by the enterprise.

56. Analyze incident and event data over time, places and individuals.

57. Make life easier for you, and What else do you do to make this work better for you.

58. Define the difference between Big Data and analytics.

59. Standardize the data from different connected systems.

60. Expect your organization to increase its use of Shared Services/COEs.

61. Assure data isolation in a multi tenant environment.

62. Plan to use what you get back from the video from the back end.

63. Build in the foresight for changes that you do not have today.

64. Expect your organization to increase the use of Outsourcing.

65. Leverage your loyalty program in driving your customer strategy.

66. Ensure Access and Equity in the STEM and Digital Skills Workforce.

67. Get involved in a project with other people.

68. Actually build an enterprise wide Center of Excellence.

69. Evaluate the effectiveness of your organizations pay and rewards strategy and practices.

70. Use the process called root cause analysis.

71. Identify applications that can be outsourced to reduce expenses and meet your organizational goals for sustainability.

72. Extend the ways in which you assess the influence of teaching and learning centers.

73. Prefer project status (cost, schedule, issues) and frequency of the same to be communicated.

74. Evaluate the effectiveness of your organizations retention strategy and practices.

75. Build an ecosystem of partners and drive value from them.

76. Identify and evaluate the right partners to help you.

77. Balance the need for efficiency and exploration with fairness and sensitivity to users.

78. Control OS level access to your EC2 instances.

79. Guide your organization that uses mostly Waterfall methodology to Agile.

80. Foster innovation while balancing risk and cost.

81. Attract and retain talent in your Shared Services organization.

82. Strengthen your standards addressing quality control.

83. Accelerate migration and unlock benefit and value early.

84. Leverage existing IT technology investments supporting BI applications.

85. Streamline this process to maximize your returns.

86. Make government perform better and deliver on your key objectives.

87. Get value out of your local compliance processes.

88. Assess your existing applications against cloud migration.

89. Integrate the Public Cloud while still retaining control of your data.

90. Use Programs of Excellence: A Tool for Self Review and Identification.

91. Implement a corporate BYOD program without compromising your enterprise security.

92. Develop and test applications in the cloud.

93. Ensure continuity as you move from concept to engineering to procurement to construction to turn over.

94. Communication project objectives to your teams.

95. Monitor and control activity to ensure performance.

96. Predict, prioritize and capture the value of AI.

97. Know that the investment you are making in analytics is worth it.

98. Know that the investment you m making in analytics is worth it.

99. Know your CoE is delivering value and is heading in the right direction.

100. Dynamically modify it in real time or in a timely way.

101. Become your organization capable of achieving your vision.

102. Decide whether your organization should invest in it.

103. Expect to improve total cost of ownership with the chosen solution.

104. Change that, and remain nimble regardless of your organization size.

105. Prepare the public to make informed choices.

106. Demonstrate to your customers or stakeholders that you met or exceeded the contracted requirements (SLAs).

107. Do you see the return on investment with an analytics strategy.

108. Prioritize goals and know that a particular goal is worthy to pursue.

109. Mitigate the risk of stakeholder rejection.

110. Facilitate adoption of the Performance CoE concept.

111. Define and implement mobile applications end-to-end security.

112. Lead your organization through the change.

113. Interpret regulations: through science or organization rules.

114. Squeeze out more performance, safety, lifetime, and value from batteries.

115. Leverage professional partnerships to enhance the learning experience.

116. Measure the effectiveness of a Cloud Operating Model.

117. Measure the effectiveness of your Cloud Operating Model.

118. Rate the performance of the overall management.

119. Make sure you do not just replicate existing IT problems in your cloud environment.

120. Know your approach to analytics is paying off.

121. Measure the success of a Power BI implementation.

122. Measure trend in customer loyalty over a period of time.

123. Build a foundation that meets your current and future needs.

124. Work collaboratively to promote learning and improvement.

125. Hire today for a diminished workforce 10 years out.

126. Strengthen your standards addressing group audits.

127. Organize to support such competing goals.

128. Prevent and detect unauthorized access to data.

129. Identify, mitigate against and manage risks to your organization.

130. Successfully adopt a Cloud Operating Model.

131. Control costs through predictable resource allocation.

132. Are assemble customer journeys in new and creative ways.

133. Reskill the Engineering and Advanced Manufacturing Workforce for the Digital Economy.

134. Build Talent Pathways through Industry Recognized Credentials.

135. Design public health strategies that address such influences.

136. Measure the impact of productivity (in person days).

137. Project a financial plan when you cannot measure hours or unit costs.

138. Know that your models and algorithms are doing the right thing.

139. Understand clients sequential regimen progression across the CODE network.

140. Ensure you set up your AWS account securely.

141. Run IT as a service, not just cross departmentally throughout your organization, and across multiple organizations and even organizations outside your system.

142. Stay in control of a complex intelligent system.

143. Deal with the continuous pressure to reduce the cost of IT.

144. Pick the right one to deliver the greatest impact for your business, as applied over your data.

145. Show a return on this kind of investment sooner rather than later.

146. Get better insights to increase velocity and close rate on your pipeline.

147. Acquire an understanding of the physics of the system.

148. Use The Six Pillars to create a competitively differentiated experience.

149. Predict the probability of success or failure of new initiatives.

150. Turn this feature off if you do not want it.

151. Position your organizations to embrace such a future.

152. Show ways to increase revenue per employee.

153. Estimate the cost of a large transition like this.

154. Communicate status (frequency, level of detail) to you customers.

155. Prevent disruptions to your organizations daily operation.

156. Communicate with your organizations Directors.

157. Ensure that community members can focus on participating in IT acquisition.

158. Approach the challenges of dealing with a potentially unmanageable amount of data.

159. Get leadership visibly and meaningfully behind the journey to the cloud.

160. Accelerate the adoption of analytics by end users.

161. Use body worn cameras to increase trust between law enforcement and the public.

162. Define the centers role and responsibilities.

163. Ensure your analytics operations are secure.

164. Use costing and budgeting for short term decision making.

165. Know when to do a desk review with a closure note versus a full onsite investigation.

166. Prioritize inclusion as you build your technical teams.

167. Know when things are good enough (the point of diminishing returns).

168. Encourage employees to adopt digital initiatives.

169. Reset your password or set up your UTD account.

170. Hold managers accountable for achieving goals.

171. Satisfy the most immediate needs while you build your capabilities.

172. Decide when to release a video that may contain sensitive footage.

173. Implement this in a highly available and cost efficient way.

174. Implement a strategic, cost effective BI infrastructure.

175. Best enable Distributed Mission Command.

176. Align your employment and training strategy with priorities.

177. Decide which Center of Excellence to use.

178. Fund a Center of Excellence and Innovation.

179. Measure the success of your cultural transformation.

180. Focus your resources on your most valuable data.

181. Manage IT resources in a just-in-time model.

182. Choose a discovery tool for your environment.

183. Plan to increase automation capabilities in the future.

184. Deal with problems that arise when you are working in groups.

185. Select the best environment for net new workloads.

186. Get the most out of your various types of channel partners.

187. Plan for staffing levels in relation to contact volumes.

188. Accelerate innovation efforts in the digital age.

189. Expect to achieve organizational excellence with such disappointing numbers.

190. Get results fast without sacrificing quality.

191. Most effectively reach as many of them as possible.

192. Assess the full range of outcomes for your potential investments.

193. And/or your department contribute to this initiative.

194. Tackle the challenges of AI responsibility, ethics and governance.

195. Build and maintain trust in an increasingly transparent market.

196. Ensure you deploy Azure in line with best practices.

197. Manage politics and culture within your organization.

198. Want to show up in front of your customers.

199. Effectively train staff in such new skills.

200. Develop strategic relationships with your vendors, partners and independent developers.

201. Best utilize the functions or centers of excellence.

202. Develop capabilities to capitalize on such trends at scale.

203. Decide your target audience for promotions.

204. Best target the highest risk, most vulnerable workers.

205. Read selected lessons without opening each lesson.

206. Find out if there are deviations from plans during execution.

207. Mobilize your digital vision across your organization.

208. Develop and integrate your first mobile App.

209. Maintain and enhance/increase the CI talent pool.

210. Wish to receive notification of the correction.

211. Deliver the right intervention to prevent crime.

212. Organize to fight turnover and maximize results.

213. Facilitate this with the least amount of effort.

214. Enable an efficient transformation function.

215. Determine which incidents require a lessons learned report.

216. Coordinate all of the moving parts of a new implementation.

217. Be sure that only those who are legitimately sick receive treatment.

218. Create e infrastructures that overcome fragmentation.

219. Create the right conditions for alignment.

220. Maximize the ROI of incentive compensation.

221. Know each facility maintains its quality.

222. Model various operational scenarios and potential outcomes.

223. Manage different versions of the plans/budgets during the process.

224. Address over or under allocation variances.

225. Enhance collaborations across large facilities and CI projects.

226. Transparently intercept mobile requests and redirect them to the cloud.

227. Ensure questions or requests are quickly and correctly addressed.

228. Manage dimensions across ERPs and other systems.

229. Ensure that you migrate workloads correctly and quickly to the cloud.

230. Distinguish between what is actually good from what only seems to be good.

231. Support newcomers social emotional needs.

232. Order the required Pathway application manual for your organization.

233. Propose that you then consolidate that information.

234. Deal with the plethora of potential projects.

235. Address deviations from those guidelines.

236. Build a CI community: what are the impediments and opportunities.

To visualize the Center of Excellence work and manage it, I have built a Center of Excellence Kanban board that is broken down into 1142 Work Items that are prioritized into their Workflows. It’s for where to get started on your current or impending Center of Excellence journey.

How many tasks can you move to Done?

Check it out here: https://theartofservice.com/Center-of-Excellence-Kanban

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climatesamurai · 3 years ago

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AIIB, IRENA team-up to accelerate Asia’s energy transition

The Asian Infrastructure Investment Bank (AIIB) and the International Renewable Energy Agency (IRENA) have signed a memorandum of understanding (MOU) committing to work together to support Asia’s energy transition and mobilise greater private capital for renewable energy. The agreement was signed today by AIIB President Jin Liqun and IRENA Director-General, Francesco La Camera, at a virtual ceremony to mark the new partnership. President Jin remarked upon how the Bank and IRENA will work together to accelerate investment and enhance awareness of renewable energy solutions throughout Asia. “With Asia’s growing energy demand, and the rising challenges from climate change, we need to ensure the region invests more than ever in renewable energy and energy efficiency to facilitate their transition to low carbon energy mix. This partnership is part of the Bank’s journey toward realising the goals set out in the Paris agreement,” said President Jin. Under the terms of the AIIB-IRENA MOU, both the Bank and IRENA agreed to scale-up their efforts to unlock capital and accelerate the uptake of renewable energy by AIIB members. La Camera highlighted this agreement bolsters IRENA’s efforts to facilitate the flow of low-carbon capital into the energy transition where it is needed most, including through the Climate Investment Platform, a multi-stakeholder initiative designed to mobilise climate capital, of which IRENA is a founding member. “The energy transition is the centrepiece of global efforts to achieve sustainable development, address climate change and accelerate a new age of inclusive, low-carbon growth,” said IRENA Director-General Francesco La Camera. “Through partnerships like this, we can catalyse the flow of capital towards renewables and energy transition-related infrastructure to build a more resilient, sustainable and inclusive system.” Today, Asia is home to about 60 percent of the world’s population and contributes to almost 50 per cent of global energy-related greenhouse gas emissions. The region accounts for nearly half of global renewable energy capacity, according to IRENA, up from less than one-third a decade ago. However, relative to its size, Asia still lags behind, with renewables accounting for less than 15 per cent of total primary energy consumption in 2020. Furthermore, developing countries in Asia are expected to account for about two-thirds of global energy growth by 2040. With its vast wealth of affordable and sustainable energy resources, such as hydropower, wind and solar, it is essential that this growth is met by renewable energy capacity. Under its Corporate Strategy, AIIB will aim at reaching or surpassing by 2025 a 50 per cent share of climate finance in its actual financing approvals, reflecting its commitment to support the Paris Agreement. Its Sustainable Energy for Asia Strategy (2017) also sets out a clear framework for how the Bank will invest in energy projects that increase access to clean, safe, affordable and reliable energy for millions of people across Asia. The Bank is partnering with IRENA to support AIIB’s green mandate and help the Bank achieve its ambitious climate finance targets. AIIB is already playing an important role in increasing private sector investment in the renewable energy sector. Over the last five years, AIIB has invested in 12 renewable energy projects, amounting to USD 1.25 billion in Egypt, India, Kazakhstan, Maldives, Oman, Pakistan, Tajikistan, Turkey and Nepal. Further, 71 per cent of AIIB-financed installed power capacity was in renewable energy with about 940 MW renewable energy capacity added annually. AIIB has also invested at least USD 500 million in on-lending for renewable energy projects through financial intermediaries such as the Tata Cleantech Sustainable Infrastructure On-Lending Facility in India and the SUSI Energy Transition Fund dedicated to Southeast Asia. IRENA has been instrumental in mobilising finance for renewable energy deployment. Through its partnership with the Abu Dhabi Fund for Development (ADFD), under the IRENA/ADFD Project Facility, it has supported transformative renewable energy projects in developing countries across Africa, Asia, Latin America, the Caribbean and the Pacific. Under the Facility, USD 350 million in concessional loans was committed over seven annual funding cycles, assisting 32 projects in 26 countries. The Climate Investment Platform (CIP) was launched at the United Nations Secretary General’s Climate Action Summit in 2019, as an inclusive partnership to scale-up climate action and translate ambitious national climate targets into concrete investments on the ground. The founding partners include IRENA, SEforALL and United Nations Development Programme in coordination with Green Climate Fund. Read the full article

#AIIB #AsianInfrastructureInvestmentBank #climateaction #InternationalRenewableEnergyAgency #IRENA #renewableenergy #solar #wind

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armeniaitn · 4 years ago

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EU allocates additional €10 million to support those affected by Karabakh conflict

New Post has been published on https://armenia.in-the.news/economy/eu-allocates-additional-e10-million-to-support-those-affected-by-karabakh-conflict-73586-17-05-2021/

EU allocates additional €10 million to support those affected by Karabakh conflict

As part of its efforts to strengthen resilience and peace building in the South Caucasus, the European Commission is today delivering on its pledge to contribute an additional €10 million in humanitarian aid, including some very early recovery to help civilians affected by the recent conflict in and around Nagorno Karabakh. This brings EU assistance to people in need, since the start of the hostilities in September 2020, to over €17 million.

Commissioner for Crisis Management, Janez Lenarčič, said: “The humanitarian situation in the region continues to require our attention, with the spread of the COVID-19 pandemic further exacerbating the impact of the conflict. The EU is substantially increasing its support to help people affected by the conflict to meet their basic needs and to rebuild their lives.“

Commissioner for Neighbourhood and Enlargement, Olivér Várhelyi, said: “As pledged at the end of last year, we are today delivering additional assistance to the people most affected by the conflict. Our support will not stop there: the EU continues to work towards a more comprehensive conflict transformation and long-term socio-economic recovery and resilience of the region.”

The funding made available today will help to provide emergency assistance including food, hygiene and household items, multi-purpose cash and healthcare. It will also cover protection assistance, including psychosocial support, education in emergency and ensure early recovery assistance through livelihood support. The assistance will benefit the most vulnerable conflict-affected people, including displaced persons, returnees and host communities.

This additional funding will also ensure humanitarian demining in populated areas and provide mine risk education to affected people. All EU humanitarian funding is provided based on needs and in line with the humanitarian principles of humanity, neutrality, impartiality and independence, as enshrined in EU and international law. It is delivered in partnership with UN agencies, international organisations and NGOs.

Background

The recent Armenian-Azerbaijani confrontation, which raged unabated for six weeks, has caused casualties, damages and displacement of the local population. The fighting pushed hundreds of thousands to flee their homes for safety, of which some remain displaced and will not be able to return to their homes in the long-term. The hostilities have brought damage to livelihoods, houses and public infrastructure. Moreover, many areas have been left with mines and other unexploded ordnances, bringing significant risks for the civilian population.

Despite the ceasefire agreement between Armenia and Azerbaijan on 9 November 2020, the humanitarian situation, further worsened by the COVID-19 pandemic, remains of concern. The EU is in close contact with humanitarian partners and other stakeholders on the ground to support the coordination of the humanitarian response and early recovery efforts.

The EU is a key partner of both Armenia and Azerbaijan and supports them in their reforms and socio-economic recovery including within the Eastern Partnership. The EU is committed to playing an active role in shaping a durable and comprehensive settlement, including through support for stabilization, conflict transformation, and confidence building and reconciliation measures.

Read original article here.

#Armenia #Caucasus #Covid-19 #Karabakh #Economy

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georgetownacsjobs · 5 years ago

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Coordinator, International Programs, at Sesame Workshop

JOB DESCRIPTION

Sesame Workshop is seeking a Coordinator, International Programs. The role reports into the Senior Director in the International Social Impact Department at Sesame Workshop in New York City. We seek a detail-oriented and collaborative individual who will work closely with Sesame Workshop staff and partners to support program development, planning, and implementation of a variety of mass media, education, outreach, and public awareness initiatives globally. Geographically, this role will focus mainly on supporting Sesame’s work in Sub-Saharan Africa, particularly in South Africa anchored by our branch office in Johannesburg; and on the work of Sesame Workshop India’s office in New Delhi.

Note: This is a 3-to-6 month contract position, with consideration to transition to full-time staff

Responsibilities:

Project Coordination/Administration

Lead administrative processes to support initiatives in Sub-Saharan Africa & India:

Coordinate communication with multidisciplinary teams

Arrange and schedule internal meetings and manage travel logistics

Submit and track necessary documents through approval processes, such as legal contracts

Project Coordination:

Develop and manage timelines, workflows, and work plans

Track expenditures against budgets, submit invoices and compile expense reports

Serve as liaison between team members both at the Workshop and locally in-country; provide information and follow-up on requests from internal and external partners

Support communication with multi-disciplinary partners and stakeholders across media, education, philanthropy, non-profit, and commercial sectors

Draft, update, and organize program assets:

Support the drafting of presentations, planning decks, fact sheets, internal and external reports, concept notes, project plans, executive briefings

Draft and design email newsletters, power-points, and brochures for internal and external communications purposes

Organize and maintain all project resources such as budgets, contact sheets, contracts, narrative and financial reports, and invoices

Planning and Program Development

Conduct desk research and synthesize information on local educational needs, social development contexts, mass media and digital landscape, and business development opportunities

Help create planning and management frameworks to support program development

Help identify new program and partnership opportunities aligned with program goals

Work closely with the Philanthropic Development Department to research and draft materials to support fundraising and reporting

Position Qualifications:

Bachelor’s degree or similar experience. Master’s degree a plus in relevant field such as International Development/Affairs

2 years of relevant professional experience

Ability work across cultural-contexts and time zones

Background working or living internationally desired; in Sub-Saharan Africa or India a plus

Experience in project coordination. Program development a plus

Excellent written communication skills: analytical, polished, and precise

Experience drafting compelling concept notes, presentation decks, proposals, project plans, and executive briefings

Experience with design (ex: PowerPoint, InDesign, Photoshop, MailChimp/Constant Contact) for communications materials, a plus

Experience with collaborative processes and multi-disciplinary partnership management. Poised and professional communicator who can interact with high-level executives

Self-directed and takes initiative to accomplish goals

Desirable, but not required:

Familiarity with digital media ecosystem and innovation in emerging markets

Experience or demonstrated interest in media, children’s media, or marketing

Commitment to Sesame Workshop’s mission and core values; cares about international issues

Department Overview - International Social Impact

TO APPLY: All interested applicants should submit relevant materials via the portal here.

#HireAHoya #Careers #Jobs

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khalilhumam · 4 years ago

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What does Women’s Economic Empowerment (WEE) look like across Oxfam?

New Post has been published on http://khalilhumam.com/what-does-womens-economic-empowerment-wee-look-like-across-oxfam/

What does Women’s Economic Empowerment (WEE) look like across Oxfam?

Shafeeka is the head of the women’s group in her village. Oxfam and partner Rural Women’s Development Association have helped set the group up with greenhouses and seeds and provided training on farming techniques Credit: Kieran Doherty/Oxfam

A Global Overview of 20 WEE Programmes and Projects in over 45 countries. We take a look at some of our WEE programmes below.

Jump to thematic area examples

Inclusive Markets and Value Chains

Enterprise Development and Financial Inclusion

Influencing Stakeholders

Dignified and decent work

Inclusive Markets and Value Chains

What is it?

Inclusive market systems approaches focus on recognizing and redressing power imbalances between men and women, and between smallholder producers and large market actors. Value chains approaches focus on how increased knowledge, climate-resilience strategies and more equitable land rights enhance women’s collective power.

Who does it?

GRAISEA – Focus on responsible and inclusive business, women’s economic empowerment, and climate change resilience in Cambodia, Indonesia, Pakistan, the Philippines, and Vietnam.

Enhancing Livelihoods Fund (ELF): Innovative funding mechanism working with Unilever’s value chains to improve outcomes for smallholders e.g. women ylang-ylang pickers, women farmers in cocoa, gherkin and cocoa coop’s in India, Comoros, Indonesia, Cote d’Ivoire and Kenya.

Her Veggie Basket– Oxfam India, Oxfam Germany, SEWA – Bihar: Promoting organic farming methods, training and formal government recognition of women vegetable farmers collective in India

Women Ambassadors of Agriculture– KEDV Turkey: Collective leadership training for seasonal migrant agricultural workers in the hazelnut supply chain. Focus on: improving living and working conditions and negotiating power

AgriMulheras – Mozambique: Strengthen women’s access to land, technical training and markets in horticulture, in partnership with rural women’s rights organizations and civil society organizations

HAKBIIT-Timor Leste: Increase women’s access to social, political and economic spheres through a disabilities-centred, hybrid approach. Focus on savings groups, gender norms, resilient livelihoods and income generation

Building Resilient Livelihoods – Afghanistan: Women-led almond enterprises in Nili and Shahristan managing processing, packaging and market sales through marketing, management, leadership and book-keeping upskilling

Financial Inclusion and Enterprise Development

Theresie Nyirantozi (60 yrs) admires tailored fabric she purchased in her home in Kirehe District, Eastern Rwanda. Since joining the Tuzamurane pineapple cooperative Theresie feels proud to no longer have to ask her husband for money to buy clothes and fabric. Credit: Aurelie Marrier d’Unienville / Oxfam

What is it? Leadership and economic opportunities through savings groups, SMEs and incubators. Focus on: women’s control over productive assets, increased income and social capital, and business support through partnerships.

Who does it?

The Enterprise Development Programme (EDP): Pioneering, business approach providing mix of loans and technical support to enterprises focused on women’s leadership and enterprise development. e.g fruit processing in Rwanda, organic cashews in Honduras, Handicrafts in Nepal

Agriprenneurs-OPTI: Develop young women’s start-up agriculture ideas in partnership with local university incubator. Projects include: sugar substitutes; gluten-free flours; Azolla (fern) production as local animal fodder

FINLIT Programme- Vietnam: Financial literacy and upskilling in household financial management through a partnership with VBSP Bank app, connecting women to good financial practices from other women entrepreneurs

IBV- Jordan : Incentive-Based Volunteering offers refugee women unable to work outside of refugee camps the opportunity to use existing skillsets while offering them cash-for-work opportunities, training and a modest source of income

Empower Youth for Work: Socio-economic empowerment of youth in rural, climate affected areas. Focus on: co-creating opportunities for young women’s voices in enabling, youth-led environments in Ethiopia, Indonesia, Pakistan and Bangladesh

Savings for Change: Savings groups boosting women’s financial independence and self-confidence. Focus on: member loans, profit sharing and network building in Mali, El Salvador, Timor-Leste, Laos, Cambodia, Guatemala and Senegal

Influencing Stakeholders

Randy Duran (35 yrs) helps his wife Maria Socorro with the family laundry outside their home on Tubabao Island, Guiuan, Eastern Samar, Philippines. After Maria did an RCA (We Care Rapid Care Assessment) her and Randy started to share household chores. Credit: Aurelie Marrier d’Unienville / Oxfam

What is it?

Influencing policy and partnering with local government, civil society organizations, international campaigns and private sector actors, to value women’s paid and unpaid work. Who does it?

WE-CARE: Tackle women and girl’s heavy, uneven unpaid care and domestic work (UCDW) through rapid care analyses, private sector partnerships, time- and labour-saving equipment, and influencing government to shift norms and policy on UCDW in Southern and Eastern Africa and in Asia

Behind the Barcodes Campaign: Scores British, American, Dutch and German food retailers’ labour conditions in their supply chains. The public Supermarket Scorecard includes specific indicators on gender equality

Malawi Tea 2020 Project – Multi-stakeholder partnership of 22 organizations working to ensure living wages in Malawian tea sector, good nutrition and better leadership opportunities for women, alongside equal access to training e.g. through Farmer Field Schools and trade union

Dignified and Decent Work

What is it? Supporting rural and urban women workers – garment workers, domestic workers, home-based and gig economy workers. Focus on: re-valuing women’s work, building women’s collective power and fairer distribution of unpaid and paid care work. Who does it?

Care for Carers Campaign- South Africa: Partnering with the Young Nurses Indaba Trade Union to ensure fair treatment, safe work conditions and reduced unpaid care work for women health care workers to enable a quality, universal healthcare system

Securing Rights Project-Bangladesh: Ensuring better work conditions for domestic workers, which includes use of digital platform with embedded two-way feedback system for domestic workers and the employers

Inclusive Economies- Mexico: Strengthen capacities of mostly rural women collectives and Indigenous groups in Puebla and Oaxaca ( e.g. coffee, cinnamon, agave, textiles, plant-based traditional products, eco-tourism)

Domestic Workers Rising Campaign – South Africa: Collective mobilization of domestic workers to influence government recognition of their precarious work. Upskilling and bilateral learning to strengthen workers own voice in digital campaigning

For the most up-to-date information on Oxfam’s WEE programmes, check out our related publications thread here and subscribe to the Women’s Economic Empowerment Knowledge Hub Newsletter. Note: This overview is a rolling document to represent of the diversity of Oxfam’s WEE work. It is updated quarterly to reflect project changes and is not a complete catalogue of all of Oxfam’s WEE projects.

Author

Aissa Boodhoo

Aissa is the Women’s Economic Empowerment Knowledge Hub Coordinator at Oxfam GB.

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kotakita-journal · 5 years ago

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Kota Kita Focused on Citizenship and Active Citizen Participation for Resilience Strategy at the International Urban Resilience Forum in Seoul

Kota Kita Spoke at a Panel Titled “Strengthening Urban Resilience through Smart Technologies and Governance” at a Forum Hosted by Seoul Metropolitan Government and United Nations Disaster Risk Reduction (UNDRR)

In September 23-24, 2019, the International Urban Resilience Forum in Seoul, hosted by Seoul Metropolitan Government and UNDRR, marked the launch of a platform to design integrated solutions and share information on urban resilience through sessions and discussions among diverse stakeholders. The 2-day Forum introduced trends and best practices and discuss the ways in strengthening resilience and sustainable development. It focused on the roles of cities and local governments, while further enhancing global partnership for city resilience by connecting experts, practitioners, and civil society from around the world to share good practices in strengthening urban resilience.

Ahmad Rifai of Kota Kita was invited to speak at a panel titled “Strengthening Urban Resilience through Smart Technologies and Governance”, along with Hero Novian, Head of Section of Rehabilitation & Logistic, Fire and Disaster Management of Bandung City, Massimo Castiglione, Special Advisor to the Mayor on Environment and Resilience, Roma Capitale, Italy, Shu Zhu, Regional Director, ICLEI East Asia Secretariat, and Lyu Hyeon-Suk, Director of the Center for International Development and Cooperation, Korea Institute of Public Administration.

Rifai’s presentation focused on the importance of citizenship and facilitation of active community participation in the process of urban resilience strategy planning and implementation. It is a reflection from years of Kota Kita’s involvement in the Climate Change Resilience initiatives in rapidly urbanizing Indonesian cities.

The process of building city resilience include physical infrastructure, strengthening of institutions, building knowledge, led by the active participation of citizens and communities. However, many city governments and experts often focus on fixing and building the large-scale infrastructures, while bypassing the process of consultation and discussions with citizens and communities. Cities may develop sea wall, wave breakers, and complex water management systems, as steps to reduce vulnerabilities from climate change, but without proper consultation, these projects can bring harmful impact to the lives of citizens, especially the poor, potentially exacerbating poverty and causing displacement.

The presentation highlighted the importance of community-based resilience strategy, emphasized that it is inclusive citizenship, that is nurtured by facilitation of active participation that has high potential to be a longer-lasting institution of a resilient community. Based on Kota Kita’s experience in Makassar, Pekalongan, and Kupang, it is in the process of co-learning and co-design with the community, where we can determine relevant local practices, capacities, and innovations that can become embedded in the city’s resilience strategy. Finally, the presentation concluded with a call to continue multi-stakeholders, interdisciplinary collaboration, between government, citizens, and civil society, to improve urban resilience.

In the end, the Seoul Declaration for Strengthening Urban Resilience called for participating cities and organizations to agree on (1). Investing more on Disaster Risk Reduction efforts, (2) Strengthening disaster risk governance, (3) Enhancing disaster preparedness for effective response and (4) Enhancing international cooperation and sharing of lessons learned.

#urban resilience #citizen participation #indonesia #international urban resilience forum seoul

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phgq · 5 years ago

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Cordillera DRRM stakeholders converge for Disaster Resilience Summit

#PHinfo: Cordillera DRRM stakeholders converge for Disaster Resilience Summit

CRDRRMC officials headed by chairperson and OCD - CAR Regional Director Albert Mogol, in a photo opportunity with the local chief executives during the Cordillera Regional Disaster Resilience Summit in Baguio City. (CCD/PIA CAR)

BAGUIO CITY, Sept. 18 (PIA) - - The Cordillera Regional Disaster Risk Reduction and Management Council (CRDRRMC) gathered key stakeholders at Venus Parkview Hotel here for a two – day Disaster Resilience Summit focused on establishing synergy in achieving disaster resiliency through the four priorities for action in the Sendai Framework for DRR.

Adopting the theme, “Strengthening Resilience through Whole – of – Society Approach,” the summit was attended by more than 200 participants from CRDRRMC member agencies, local government units, local DRRM offices and various sectoral groups and institutions.

CRDRRMC Chairperson and Office of Civil Defense – Cordillera Regional Director Albert Mogol outlined that the summit’s main objectives were to establish a common understanding and appreciation of the issues and challenges in implementation of DRRM plans; to be informed on the importance of multi – stakeholders’ contribution in pursuing the Sendai Framework for DRR, and to solicit recommendations through action planning and declaration of commitment.

The Sendai Framework for DRR is an international document which was adopted by UN member states during the Third World Conference in Sendai, Japan on March 18, 2015 and endorsed by the UN General Assembly in June 2015 to prevent new and reduce existing disaster risks.

The plenary sessions had presentations on Understanding the Risk of Geological Hazards in the Cordillera region by the Mines and Geosciences Bureau; Participatory Governance Towards Disaster Resilience Communities by the Department of the Interior and Local Government; Investing in Poverty Reduction towards Community Resilience by National Anti Poverty Commission; Rehabilitation and Recovery Plan Towards Building a Better Cordillera by the National Economic and Development Authority, and Build – Back – Better in Rehabilitation, Reconstruction – Engineering Approaches to Infrastructure Development by the Dept. of Public Works and Highways. On the second day, the participants were divided into a four groups for the simultaneous breakout sessions. Each group was assigned one of the four priority areas for action of the Sendai Framework namely, Understanding Disaster Risk; Strengthening Disaster Risk Governance to Manage Disaster Risk; Investing in Disaster Risk Reduction for Resilience; Enhancing Disaster Preparedness for Effective Response and “Build Back Better” in Recovery, Rehabilitation and Reconstruction.

CRDRRMC Chairperson and OCD - CAR Regional Director Albert Mogol calls for a continuing partnership and convergence in pushing for disaster- resilient communities in Cordillera. (CCD/PIA CAR)

With the ever changing landscape of disaster due to climate change, Mogol called for continuing partnership and convergence with all key stakeholders in Cordillera in strengthening disaster resiliency in every community in the region.

He also highlighted the importance of continuing learning from the region’s experiences in past typhoons such as Ompong and Rosita last year that caused devastating landslide incidents in Itogon, Benguet and Natonin Mountain Province, respectively. (JDP/CCD-PIA CAR)

***

References:

* Philippine Information Agency. "Cordillera DRRM stakeholders converge for Disaster Resilience Summit." Philippine Information Agency. https://pia.gov.ph/news/articles/1027509 (accessed September 18, 2019 at 11:28PM UTC+08).

* Philippine Infornation Agency. "Cordillera DRRM stakeholders converge for Disaster Resilience Summit." Archive Today. https://archive.ph/?run=1&url=https://pia.gov.ph/news/articles/1027509 (archived).

#Philippines #News #Filipino #Pinoy #Tourism #Politics #Culture #Editorial #Environment #Society #History

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adalidda · 4 years ago

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Illustration Photo: IBM blockchain solution for connected vehicle (credits: IBM España / Public domain)

NGI LEDGER - The Venture Builder for Human Centric Solutions

LEDGER, a European project financed by the European Commission, is looking for entities (SMEs, research organisations, higher education, NGOs, foundations), leveraging on decentralised algorithms based on blockchains, distributed ledger technology (DLT) and/or peer-to-peer (P2P) technologies to address Privacy-by-Design, reliability, trustworthiness and openness to build human centric solutions.

The final 9 selected teams will access a Venture Builder programme of 6 months receiving DLT software support and training, technological and business mentoring and other enabling benefits in addition to up to €150.000 equity-free funding.

NGI-LEDGER-01-2020 Human-centric Solutions for the Health Sector

Proposals should introduce solutions to leverage patient-generated health data in a decentralised way for either research or commercial purposes. In turn, proposals should lead to a measurable improvement of the life conditions and well-being of patients managing the risks associated with the introduction of new technologies for daily monitoring, exercise promotion, prevention of social isolation and emergency trigger. They should also promote decentralised data governance practices and tools to unlock the potential for stakeholders (patients, professionals, public servants, researchers, biomedical industries) to access data in a secure and dis-intermediated manner while preserving data integrity.

NGI-LEDGER-02-2020 Decentralised Data Governance for the Real Economy

Proposals should address new innovative forms of decentralised economic interaction among peers such as crowdfunding, P2P lending and e-participatory budgeting in the economic domain. They should aim at creating lean connection blocks between the needs of society, the drive of small-scale economies and the tools requested by the digital economy. Proposals should also favour disintermediation and standardisation over appropriation and centralisation in the data economy. Decentralised data governance solutions should be reproducible, even at a small scale in view to act globally to favour resilient and sustainable models on a larger economic scale. Finally, proposals should demonstrate the potentials and manage the risks of embedding governance structures within the rules of algorithmic protocols.

NGI-LEDGER-03-2020 Decentralised Mobility as a Service

By leveraging innovations coming from ICT, the sector is moving towards a more open ecosystem. Proposals should aim at the design, implementation, and deployment of models to build and pay for services on a decentralised and interoperable mobility ecosystem, for instance Mobility as a Service (MaaS). Proposals should apply their solutions in domains including urban planning and smart cities, automotive, public and private transport together with mixed mobility. These are fields that demand new technological innovations to foster decentralised mobility governance for algorithmic sovereignty. The goal in this vertical is to promote the creation of general frameworks, whereby mobility data is a digital common and many different entities can join and build new sustainable business models. Proposal should also include solutions for smaller initiatives built around transport models such as cycling, personal mobility transports and car-sharing that are well reproducible, small scale and resilient.

NGI-LEDGER-04-2020 Technological Sovereignty to Enhance the Quality of Public Services

Proposals should include the design of solutions that make life easier for citizens while civil servants should be seen as early adopters in order to streamline bureaucratic and procurement processes while increasing transparency. Value should be ingrained in adaptable technologies, accounting for self-sovereignty, interoperability, and modularity for services such as taxation, education, public funding distribution and the management of the public administration. This holds especially for small municipalities and for the civil servants working in public offices, which usually cannot count on many resources to serve the citizenry, e.g. for more agile certification processing and the management of public utilities. Proposals should aim at the creation of interoperable public services that put citizens back in control of their data. Moreover, citizens should be able to verify the integrity of the algorithms they use and co-create new requirements. Examples vary from - but are not limited to: -simulation environments such as virtual-twin cities - remote participation to public deliberations - new models for public private partnerships in which solutions are implemented in open and cooperative structures - the promotion of self-sufficiency in food provision - low carbon footprint in public transportation - decentralised, transparent accountability and auditing - decentralised and eparticipatory budgeting in the public domain.

NGI-LEDGER-05-2020 The Internet of Energy and Sustainability to Structurally Respect the Environment

Proposals should promote sustainable decentralised data and business modelling for digital sovereignty in this vertical. The goal is to enable the process of collecting and distributing energy and related data as a common accessible way for everyone to meet basic needs and reduce dependency from dominant industry actors. Proposals should also tackle issues such as carbon footprint reduction and ocean pollution, alternative food production, tagging and food chain management systems, the creation and distribution of new and lesspollutant materials or the re-use and recycling of existing materials. Proposals should encourage consumer CleanTech solutions that reward virtuous behaviour possible through decentralised and open energy consumption data management. In this vertical, examples vary from - but are not limited to: - the production of open source software and hardware solutions to create MVPs for decentralised renewable energy production - accumulation and exchange systems in segments such as geothermal, wave, wind, solar photovoltaic and biomass processing systems - passive and active housing – management systems for less pollutant food production - implementation of distributed microgrid ownership, operation and dividend distribution models – creation and distribution models of new materials – decentralised models for re-use and recycling - decentralised billing and renewable energy production and accounting systems in privacy-bydesign and secure environments - smart metering - multi-purpose batteries for in the context of the Internet of Things - decentralised platforms for the management of carbon credits and other energy related assets.

NGI-LEDGER-06-2020 Open Innovative Projects for Decentralised Data Governance

Proposals should submit unique solutions in areas and for topics residing outside the scope of the previous five verticals while endorsing the general ethos of the LEDGER project as described in the first section of this document. Proposals are also encouraged to endorse a cross-cutting approach within LEDGER verticals framework. Multi-disciplinary approaches are encouraged when relevant. Beyond research, activities should be focused on validation and testing of market traction with minimum viable products and services, of new economic and social models by involving users and market actors at an early stage. They could be designed in order to complement one or more aspects related to the other five verticals. The common element for applications to this vertical is the focus on the human-centric nature of the solutions.

Application Deadline: Monday 22nd February 2021, 18:00 CET

Check more https://adalidda.com/posts/uivHReAvYT72JMzLa/ngi-ledger-the-venture-builder-for-human-centric-solutions

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