Implementation Plan in Response to the Board-Endorsed Recommendations for the IEO Evaluation of IMF Forecasts - Process, Quality, and Country Perspective

Policy Papers ◽  
2015 ◽  
Vol 15 (52) ◽  
Author(s):  
Keyword(s):  
Process Quality ◽  
Executive Board ◽  
Implementation Plan ◽  
Forecast Performance ◽  
The Public ◽  
Independent Evaluation ◽  
Public Availability ◽  
Processes And Incentives

This paper sets out Management’s response to the Independent Evaluation Office’s (IEO) evaluation of IMF Forecasts: Process, Quality, and Country Perspectives. The implementation plan proposes specific actions to address the five recommendations that received broad support from the Executive Board, namely (i) maintaining the practice of commissioning external evaluations of IMF forecasts, (ii) enhancing the processes and incentives for learning from past forecast performance, (iii) extending guidance to desk economists on forecasting methodologies, (iv) publishing a description of the WEO forecasting process, and (iv) improving the public availability of data related to forecasts and outturns. Several of the proposed actions to address the Board-endorsed IEO recommendations have already been implemented following the Board discussion, while the implementation of some other actions is underway. This paper also explains how implementation will be monitored.

High Level Status Report to the IEO Evaluation of Fund's Recurring Issues

Policy Papers ◽  
2017 ◽  
Vol 17 (12) ◽  
Author(s):  
Keyword(s):  
Status Report ◽  
External Evaluation ◽  
Executive Board ◽  
Implementation Plan ◽  
Evaluation Committee ◽  
Independent Evaluation ◽  
The Status ◽  
High Level ◽  
The Imf

This is a high-level report on progress in addressing recurring issues identified by the Independent Evaluation Office (IEO). The Board endorsed the proposal in the Chairman’s Summing Up for the Independent Evaluation Office Report on Recurring Issues from a Decade of Evaluation – Lessons for the IMF (BUFF/14/58, 6/11/14) that staff prepare a separate high-level report on the status of initiatives that address the recurring issues identified by the IEO, noting that the first staff report could be prepared within two years, followed by similar reports every five years thereafter. The September 2015 Management Implementation Plan set out the actions management would take to follow-up on the Board-endorsed recommendation. The IEO’s 2014 evaluation of Recurring Issues from a Decade of Evaluation: Lessons for the IMF identified five recurring issues: a) Executive Board guidance and oversight; b) Organizational silos; c) Attention to risks and uncertainty; d) Country and institutional context; and e) Evenhandedness. This high-level report provides a broad account of actions taken to address these recurring issues since the publication of the 2014 IEO report; it is not intended as an exhaustive account of initiatives undertaken. Takeaways. The report concludes that the Fund has made progress in addressing the recurring issues identified by the IEO, and acknowledges the need for taking actions on an ongoing basis to achieve the related objectives. The discussion of the Management Implementation Plan (MIP) left open the question of whether subsequent reports should be prepared, perhaps every five years. The Evaluation Committee concluded that the forthcoming external evaluation of the IEO could look at the monitoring mechanisms more holistically, to provide further input into considering whether or not to continue the preparation every five years of this high-level report.

Implementation Plan in Response to Board-Endorsed Recommendations Arising from the Independent Evaluation Office Report on The IMF and Aid to Sub-Saharan Africa

Policy Papers ◽  
2007 ◽  
Vol 2007 (19) ◽  
Author(s):  
Keyword(s):  
Sub Saharan Africa ◽  
Executive Board ◽  
Implementation Plan ◽  
Implementation Phase ◽  
Independent Evaluation ◽  
Sub Saharan ◽  
The Cost ◽  
Made In ◽  
The Imf

This paper sets out an implementation plan that responds to the IEO report on the Fund and Aid to Sub-Saharan Africa (the IEO Report). It sets out the recommendations made in the IEO Report and the view of the Executive Board on them (Section II), and outlines the various work streams that are being undertaken to respond substantively to the recommendations endorsed by the Board (Section III). The paper also estimates the cost of the first stage of the Fund’s response to the IEO Report, while costings for proposals in the implementation phase will be provided in the context of forthcoming Board papers. Finally, the paper solicits Directors’ feedback.

Implementation Plan in Response to the Executive Board-Endorsed Recommendations for the IEO Evaluation Report—The IMF and the Crises in Greece, Ireland, and Portugal

Policy Papers ◽  
2017 ◽  
Vol 17 (11) ◽  
Author(s):  
Keyword(s):  
Good Governance ◽  
Currency Union ◽  
Access To Information ◽  
Executive Board ◽  
Implementation Plan ◽  
Work Program ◽  
Independent Evaluation ◽  
The Imf

This paper sets out Management’s response to the Independent Evaluation Office’s (IEO) report The IMF and the Crises in Greece, Ireland, and Portugal as part of the Management and staff follow-up to an IEO evaluation. The implementation plan proposes specific actions to address the recommendations endorsed by the Executive Board in its July 19, 2016 discussion. The implementation plan notes the Board’s endorsement of the principles that the IMF’s technical analysis should remain independent, that existing policies should be followed and should not be changed without careful deliberation, and that the Executive Board and Management should reaffirm their commitment to accountability and transparency, as well as the role of independent evaluation in fostering good governance. As to the IEO’s specific recommendations supported by the Board, the implementation plan proposes actions to address the need for the Fund to clarify how guidelines on program design apply to currency union members, the need for the Fund to establish a policy on cooperation with regional financing arrangements, and the need to further strengthen Fund cooperation with the IEO, including on modalities of interactions between the IEO and Fund staff and the IEO’s access to information. The implementation of some of the proposed actions is already underway and some actions have been included in the Fall 2016 Work Program. The paper also explains how implementation will be monitored by the Executive Board.

Implementation Plan in Response to the Board-Endorsed Recommendations for the IEO Evaluation Report of IMF Response to the Financial and Economic Crisis

Policy Papers ◽  
2015 ◽  
Vol 15 (38) ◽  
Author(s):  
Keyword(s):  
Economic Crisis ◽  
Action Plan ◽  
Crisis Resolution ◽  
Medium Term ◽  
Executive Board ◽  
Implementation Plan ◽  
Evaluation Report ◽  
Independent Evaluation ◽  
Surveillance Report ◽  
Governance Reforms

This paper sets out Management’s response to the Independent Evaluation Office’s (IEO) evaluation of IMF Response to the Financial and Economic Crisis. The implementation plan proposes specific actions focusing on the three of the four recommendations that received broad support from the Executive Board, namely (i) ensuring that the IMF as a quota-based institution has sufficient resources to contribute to future crisis resolution; (ii) developing guidelines for structuring engagements with other organizations, and (iii) consolidating and simplifying the current framework to identify and assess risks and vulnerabilities. Some of the proposed actions to address the Board-endorsed IEO recommendations are underway as part of the 2014 Triennial Surveillance Report (TSR) Action Plan, the FY2016–18 Medium-Term Budget and the ongoing efforts to ratify the 2010 Quota and Governance Reforms. The paper also explains how implementation will be monitored.

Strategi Humas Partai Gerindra dalam Membangun Citra Partai pada Pemilu 2014

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Rialdo Rezeky ◽  
Muhammad Saefullah
Keyword(s):  
Data Collection ◽  
Public Relations ◽  
Media Relations ◽  
Executive Board ◽  
The Public ◽  
Community Or ◽  
The Subject ◽  
Main Components ◽  
The Right ◽  
Participatory Observation

The approach of this research is qualitative and descriptive. In this study those who become the subject of research is an informant (key figure). The subject of this study is divided into two main components, consisting of internal public and external public that is from the Board of the Central Executive Board of Gerindra Party, Party Cadres, Observers and Journalists. The object of this research is the behavior, activities and opinions of Gerindra Party Public Relation Team. In this study used data collection techniques with interviews, participatory observation, and triangulation of data. The results of this study indicate that the Public Relations Gerindra has implemented strategies through various public relations programs and establish good media relations with the reporters so that socialization goes well. So also with the evaluation that is done related to the strategy of the party. The success of Gerindra Party in maintaining the party’s image in Election 2014 as a result of the running of PR strategy and communication and sharing the right type of program according to the characteristics of the voting community or its constituents.Keywords: PR Strategy, Gerindra Party, Election 2014

Prevention of Smoking

PEDIATRICS ◽  
1968 ◽  
Vol 41 (6) ◽  
pp. 1143-1144
Author(s):  
Henry P. Staub
Keyword(s):  
Public Health ◽  
American Academy ◽  
Health Hazard ◽  
American Cancer Society ◽  
Executive Board ◽  
Cancer Society ◽  
The Public ◽  
American Academy Of Pediatrics ◽  
Younger Generation

In the Newsletter of January 1, 1968, the American Academy of Pediatrics reported that the executive board strongly endorsed time American Cancer Society's anti-smoking resolution. Personally, I cannot agree with the approach of the resolution to the public health hazard of smoking. If the American Academy of Pediatrics (or for that matter, the American Cancer Society) wanted to back effective measures, an entirely different type of resolution would have been adopted, one that would have put the emphasis On reaciling the younger generation.

scholarly journals Os desdobramentos do Acervo Celpe-Bras para ensino, aprendizagem, avaliação e pesquisa em Português como Língua Adicional

2019 ◽  
Vol 10 (1) ◽  
pp. 33233
Author(s):  
Gabrielle Rodrigues Sirianni ◽  
Kaiane Mendel ◽  
Ellen Yurika Nagasawa ◽  
Juliana Roquele Schoffen
Keyword(s):  
Academic Research ◽  
Test Preparation ◽  
Research Projects ◽  
The Public ◽  
History Of ◽  
Public Availability ◽  
Teaching Learning

This article aims to present some of the research developed since the public availability of Acervo Celpe-Bras. Launched in 2014, Acervo compiled and made available past tests, manuals, legislation and academic research about Celpe-Bras, allowing new investigations to be conducted about the exam. Among the research made possible by Acervo are the description and categorization of the Written Part tasks of the exam, which provides resources for new Celpe-Bras specifications (Schoffen et al., 2018). Based on this description, a test preparation course was produced, which considers, in order to propose didactic sequences, the most recurrent characteristics of the tests. The research projects developed since the launch of Acervo consolidate it as a milestone in the history of the exam by promoting a more democratic access to the materials of Celpe-Bras for teachers, test takers and researchers interested in teaching, learning and assessing Portuguese as an Additional Language.

THE PRESIDENT'S COLUMN

PEDIATRICS ◽  
1950 ◽  
Vol 5 (1) ◽  
pp. 145-146
Author(s):  
EDWARD B. SHAW
Keyword(s):  
San Francisco ◽  
Program Committee ◽  
Controversial Issues ◽  
Executive Board ◽  
Democratic Representation ◽  
The Public ◽  
American Medicine ◽  
The Individual ◽  
Executive Officers

The President and the Executive Board send their greetings to the membership of the Academy of Pediatrics for the new year. This column will appear irregularly from time to time in an effort to keep the membership apprised of developments which affect the Academy and which must be considered by the Executive Board. The President and the District Chairmen are elective officers of the Academy and in the true sense of democratic representation can only attempt to interpret the opinions of the membership in their action on problems which arise. American medicine is now confronted with many problems upon which neither the individual nor the organization can avoid taking a position. The action of your executive officers must be predicated upon the expression of opinion by the membership. It is hoped that you will keep your officers informed of individual and group opinions upon controversial issues in order to guide their action. The columns of Pediatrics IATRICS are open to the membership in "The Pediatrician and the Public" but it is most desirable that you communicate with your officers directly for their information. The San Francisco session was astonishingly well attended considering the handicap which distance imposed upon many of the members. I should be remiss in not expressing the pleasure of the local Fellows that so many should have come so far and contributed so much. Dr. Edgar E. Martmer and his Program Committee are to be congratulated not only because of the excellence of the program but also because they were able to effect last minute substitutions for participants who, because of illness, were unable to attend, without impairing the structure of the meeting.

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