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 | | | | | | |

| |

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[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.

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