Network Initiative Concept Form
WWF Network Initiative Concept Form[1] (A)
|NETWORK INITIATIVE TITLE (Inspiring, and correct in terms| |
|of what the initiative is about, sensitive and meaningful| |
|to the external context) | |
|NAME OF Network Initiative CONCEPT FACILITATOR AND | |
|CONTRIBUTOR(s) | |
|DATE | |
|SUMMARY – What does this Network Initiative definition recommend? |
|a. New Programme or major up scaling |b. Continuation of programme – little|c. Continuation of programme – major |d. Continuation of programme- major |
|of a current programme |change to strategy, but major change |change in strategy; little change in |change to strategy and operation |
| |to operation |operation | |
| | | | |
|1. Brief Background. Set the context. What problems and/ or opportunities are creating the need for this programme concept? (Where applicable, |
|include results of previous evaluations or learning from other projects/programmes). |
|2. Compelling and Relevant Vision and Scope. What is this programme for? What do you plan to achieve, where, and by when? How is this programme |
|relevant to external (and internal) evolving agendas (e.g. Millennium Ecosystem Assessment, CBD, MDG Goals, and 2degree Climate Change threshold and |
|IPCC Report as well as the Living Planet Index and Consumption/Production Footprint trends)? Why is this a compelling programme to undertake? |
|3. Transformational Strategy and Sustained Result(s). What action will be taken under this programme to work towards the vision? Briefly describe |
|this transformational strategy (and any related strategic activities) and its estimated transformational potential as well as how impact would be |
|sustained? Briefly describe the main results to be delivered and show how they link to the vision (e.g. with a simple Results Chain) |
|4. Network Concerted Action: Leadership, Programme Team and Accountability. What are the current leadership and team and governance situation and who|
|is currently accountable? What changes would be required for successful implementation of a Network Initiative? What parts of the Network are likely |
|to be necessary for optimal performance and in what capacity (e.g. global implementers, local implementers, technical expertise, provision of fund, |
|host of the programme)? Who should be the key people accountable in WWF? Is there a business champion to support the programme?[2] |
|5. Human resource capacity. Are there major implications for human resource capacity in WWF? What additional human resources might be needed |
|internally? What type of capacity building and or training programmes might be necessary for implementation? What type of support would be needed and|
|for how long? Who might be involved that have not traditionally been engaged in programmes? |
|6. Stakeholders and Partners. List key stakeholders who have an interest in the success or failure of the programme (mostly external- though |
|internal if over and above those listed in No.4). Where applicable, state the implementing partner(s) and describe WWF’s prior experience of them. |
|7. Next Steps. State the next steps for this programme (assuming the concept is approved) e.g. a formal programme development phase- who would need |
|to be involved; gathering of specific key information; learning from other projects/programmes; or detailed planning and implementation. |
|ADDITIONAL OPTIONAL INFORMATION: |
|8. Goals, Objectives and Monitoring. Propose goals (impact-oriented) and objectives (outcome-oriented) in line with the vision (these may be draft |
|only and subject to change). How will progress towards the goals and objectives be measured (propose 1-3 key indicators)? |
|9. Risks and Assumptions. What are the (internal and external) risks associated with the programme and the chosen transformational strategy? What |
|steps would you suggest to minimise risk? What key assumptions must hold true for this strategy to work? |
|10. Alternative Strategy Choices. What alternative strategies have you considered? Why do you think the chosen transformational strategy is the most |
|appropriate (you may choose to describe the chosen strategy in more detail)? |
|11. RESOURCES REQUIRED |
|Financial Resources (estimate how much CHF would this |FY08 Budget |FY09 |FY10 |FY11 |FY12 |TOTAL |
|require) | | | | | | |
|Current Financial Commitment (if applicable and from |CHF | | | | | |
|whom)- add row(s) if necessary | | | | | | |
|Additional Financial Commitment required | | | | | | |
|Total Finance required | | | | | | |
| |
-----------------------
[1] This concept form should be a maximum of 5 pages.
[2] “Business Champion”. It is helpful to identify an individual, or sometimes a small steering group, to whom the programme leader will turn for advice and support. This person may in fact have initiated or commissioned the programme. He/ she will often be the programme leader’s line manager.
................
................
In order to avoid copyright disputes, this page is only a partial summary.
To fulfill the demand for quickly locating and searching documents.
It is intelligent file search solution for home and business.
Related download
- facilities management strategic plan
- workplace readiness skills worksheet
- competency examples with performance statements
- network initiative concept form
- smart objectives template
- the purpose of the initiative inventory is to guide an
- critical element 1 performance management program
- introduction responsible minerals initiative
Related searches
- customer service initiative ideas
- quality initiative program
- ahca quality initiative recognition program
- preschool initiative vs guilt
- take the initiative synonym
- initiative meaning
- take initiative meaning
- take initiative in a sentence
- initiative synonym and antonym
- initiative noun synonym
- initiative us history definition
- initiative adjective