Showing items related by title, author, creator and subject.

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  Evaluation of the Conflict Prevention Pools: The Security Sector Reform Strategy.

  Ball, N. (Department for International Development, 2004)

  P5. The evaluation was undertaken by Bradford University, Channel Research Ltd, the PARC & Associated Consultants. The GCPP Security Sector Reform (SSR) case study was carried out by Ms Nicole Ball who has conducted extensive fieldwork on SSR in a number of countries. This study was carried out through review of relevant documents, including the reports of geographic case studies undertaken for the evaluation, and interview of UK-based officials involved in SSR work. The UK-based interviews focused on several categories of stakeholders: members of the SSR Strategy Steering Group; members of the SSR Policy Committee; representatives of three main SSR Strategy instruments (DAT, GFN, Defence Diplomacy); representatives of the GCPP and ACPP; and officials currently working on or recently working on key geographic desks (Balkans, Indonesia, Uganda). P7. The GCPP SSR Case Study is one of six studies undertaken within the framework of the evaluation of the Conflict Prevention Pools. In accordance with the Terms of Reference (ToRs) and the Inception Report, the Evaluation placed maximum emphasis on the macro level: the policy processes in Whitehall by which decisions on allocations are made and implemented by the CPPs. Considerable attention has also been placed on the meso level: the degree to which CPP policies and activities in a given conflict, or given sector of conflict prevention policy such as SSR, form part of a coherent package of direct interventions by the international community and local actors to the problems of preventing large scale deadly conflicts. The micro-level of analysis (review of specific projects) confines itself largely to the way in which projects impact on the meso and macro levels. The Evaluation has not analysed systematically whether specific projects funded by the CPPs have been well managed and whether they have achieved their specific project goals. Single projects have been analysed to the extent that they reflect on the macro and meso levels. P8. The main findings of the evaluation, reflected in this Synthesis Report, are that the CPPs are doing significant work funding worthwhile activities that make positive contributions to effective conflict prevention, although it is far too early in the day to assess impact. The progress achieved through the CPP mechanisms is significant enough to justify their continuation.
• Productivity spillovers from R & D, exports and FDI in China's manufacturing sector

  Wei, Yingqi; Liu, X. (2006)
• More (good) leaders for the public sector

  Alimo-Metcalfe, Beverly M.; Alban-Metcalfe, R.J. (2006)

  This paper aims to describe the development of a wholly new model of transformational leadership and its applications in practice. The paper provides a description of a wholly new, inclusive model of transformational leadership and the way in which it can be applied in practice, in the context of embedding good leadership within the culture of an organisation and ensuring "best practice" in 360-degree feedback. The paper finds that the Transformational Leadership Questionnaire (TLQ)¿, which is both gender- and ethnicity-inclusive measure of "nearby" leadership, differs fundamentally from the kind of "heroic" models that have emanated from the USA and which have dominated the literature. Comparative data are presented of the mean scores on the TLQ, based on direct reports' ratings of their line manager, across a wide range of public sector organisations, including local government, the NHS, schools, and two central government agencies. Patterns emerge in areas of strength and developmental need, and the implications of these findings are discussed in terms of the impact of leadership behaviour and its effect on the psychological safety and well-being at work of staff. The following needs are identified: - to adopt a model of leadership that is relevant to the needs of organisations in the twenty-first century; to embed good leadership practices at all levels; to ensure that, when 360-degree feedback is given, it is done so in a way that conforms to the principles of 'best practice'. The following model of "nearby" leadership that is described is relevant to leaders at all levels in public and private sector organisations. It points to the consequences of poor leadership behaviour, and the need for the adoption of a model of leadership that is relevant to the needs of the twenty-first century.