Samuel Juru

#2030 HIV targets setting process comes at a critical moment where we need to end AIDS, eradicate inequalities and human rights violations we have been experiencing as communities. Having meaningful and intentional representation: putting communities at the centre has been strategic for this process, ensuring not only are we transparent rather, we are more grounded in the actual needs of people living and affected by HIV and TB and ensuring enabling environment where communities have access to life-long saving treatment and care. Looking forward to the deliberations over the course of 3 days UNAIDS The Global Network of People Living with HIV (GNP+) Y+ Global

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✨✨✨ Hey Experts!!! ✨✨✨ Do you have a background in public policy, advocacy, gender, anti-corruption and/or private sector experience? Then check out these two consulting opportunities below!👇👇👇👇 #opportunity #consulting #publicpolicy #advocacy #genderspecialist #gender #anticorruption #jobopportunity #ngo #development

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Submit your presentation today!

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TRANSFORM! Empowering philanthropy as catalytic partners for systemic change Are you part of a European foundation? We need your valuable insights!   📋 Take our survey on how philanthropy can drive partnerships for systemic change.   Why participate?   Influence: Your input will directly shape a major new programme designed to: - Transform philanthropy sector practice - Enhance philanthropy's institutional capabilities - Drive systemic change through multi-stakeholder collaboration Exclusive access: Be among the first to receive the consolidated results of this insight gathering.   🔗 https://lnkd.in/eBMC38Cs Your participation is crucial in advancing the field of philanthropy to deliver more transformational impact. Thank you for your time and expertise!   This survey is intended for foundations based in Europe. For foundations outside of Europe, please follow the link below to our global survey, developed in partnership with WINGS   🔗https://lnkd.in/e53KVMfe     Michael Mapstone Irina Ivan-van der Kwaak Van Leer Foundation Fondation Botnar Marina Pannekeet IKEA Foundation Donika Dimovska Jacobs Foundation David Nash

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The time is right for donors to deliver on locally-led development. A new study by our partners at The Share Trust and the Warande Advisory Centre finds that investing in local organizations can be more trustworthy, cost-effective and sustainable.     Here's what we know about directing more funding to local organizations:    ➡ It's cost-effective: Shifting 25% of international aid money to local organizations instead of international ones could save 32% in costs due to lower overhead and salaries, according to the new research.    ➡ It's sustainable: Equipping local communities to handle crises helps them avoid major losses during a disaster. It’s cheaper and less catastrophic to prepare and build resilience than to rebuild after a disaster.    ➡ It's trustworthy: Local nonprofits ensure more aid reaches those in need, as U.N. international staff earn 28 times more than local nonprofit staff.     ➡ It's possible: Last year, 42% of our international funding went to locally-led organizations, nearly tripling in two years.   At the 79th U.N. General Assembly High-Level Week, we're pushing for greater commitment to locally-led development by our peer funders. More than 21 bilateral donors and 26 foundations in the United States and Europe have endorsed USAID's Donor Statement on Locally-Led Development. As we look ahead and continue to build the evidence base, our CEO Peter Laugharn invites additional funders to the table to advocate for concrete goals, clear timelines, and real accountability for meaningful and long-lasting changes. Read more in Devex: https://lnkd.in/gW735Aab   #locallyleddevelopment #rootsofchange #UNGA79

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Tuning into today's CRA Charities Directorate webinar on Public policy dialogue and development activities. As our political climate becomes more fluid, uncertain and polarized, it is critical that charities & non-profits understand how they can effectively engage in these activities. Planning a series of Linkedin Lives over thd next few months to discuss this critical snd timely issue!

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A strong board of directors is vital to a nonprofit’s success, providing strategic oversight, financial stability, and mission alignment. But boards can vary in effectiveness, with the good, the bad, and the ugly all having a major impact. The Good A good board is diverse, skilled, and committed to the mission. Members actively engage in decision-making, fundraising, and strategic planning, offering expertise without micromanaging. They build strong relationships with the executive team, ensuring transparency, accountability, and a shared vision. The Bad Boards can become ineffective when members are either too hands-off or overstep their roles, creating tension between the board and staff. A lack of engagement, poor attendance, and failure to participate in key efforts like fundraising can also slow the organization’s growth. The Ugly Dysfunction occurs when personal agendas, power struggles, or poor communication lead to conflict. This can damage the organization, causing mission drift, donor mistrust, or even financial mismanagement. A good board drives positive impact, but to stay effective, it must avoid micromanagement, disengagement, and internal conflict. Strong, transparent leadership is key to a thriving nonprofit. #nonprofit_management #management #leadership

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CDE welcomes President Ramaphosa’s renewed commitment to growth and fiscal reform. Our new report urges him to make sure the actions of the GNU match his words. Read ACTION THREE: Fix the fiscal crisis, the third report in CDE’s AGENDA 2024: Priorities for SA’s new government series, which sets out several catalytic actions to reverse South Africa’s decline. https://lnkd.in/d-GeaqAp

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As part of my Policy Fellowship with Newcomer Women’s Services Toronto, I had the opportunity to review the insightful report, "Demand for Impact of Mentoring Newcomer Professionals: The Case of TRIEC Mentoring Partnership" This comprehensive study highlights the significant positive outcomes of community-based mentorship programs for skilled newcomer professionals in Canada. The TRIEC Mentoring Partnership pairs internationally educated professionals with mentors to overcome job market barriers. Key findings show participants are 2.45 times more likely to find quality jobs in 3 months, with 85% finding jobs in 6 months. 80% report improved job skills, and mentees expand networks fourfold. The demand for such programs is growing, with a significant portion of recent immigrants in major Canadian cities being potential beneficiaries. However, the program is not enough, and additional mentoring activities are needed to address the nuanced needs of newcomers in various sectors and stages of their careers. More targeted and industry-specific mentoring can further enhance professional integration and success. read more link:👇 #NewcomerWomenServicesToronto #PolicyFellowshipProgram

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New to impact measurement and evaluation, or want to refresh your knowledge? We've pulled together a bunch of easy-to-use resources that will help you get across the basics and put them into practice. You can access the resource pack for free by signing up to our newsletter and joining our online learning platform. Details below ⬇ #MEL #impact #measuringimpact #impactmeasurement #clearhorizon

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One of the most profound teachings I’ve encountered in Indigenous governance is the value of collective decision-making. Unlike the top-down leadership we often see in modern workplaces, Indigenous leadership thrives on shared responsibility, where decisions are made together, and every voice has the opportunity to be heard. This approach not only fosters inclusion but also builds trust and a sense of community. Imagine the possibilities if we embraced this model of leadership in our workplaces. What would change if everyone felt that their opinion truly mattered? Why Collective Decision-Making is Powerful: 1. Diverse Perspectives: Listening to all voices leads to more innovative solutions. 2. Ownership: Involvement in decisions fosters accountability. 3. Empowerment: Collaborative teams are more creative and engaged. 4. Trust Over Hierarchy: Shared leadership builds trust and encourages innovation. How to Embrace This: 1. Prioritize Inclusivity: Ensure everyone is heard in discussions. 2. Aim for Consensus: Take the time to reach agreement for stronger outcomes. 3. Value All Contributions: Recognize input from all levels to foster creativity. By leading together, we can create environments that are not only efficient but also meaningful. What steps can you take to incorporate collective decision-making in your team? Share your thoughts! 👇🏾 #Leadership #IndigenousWisdom #CollectiveDecisionMaking #Empowerment #DiversityandInclusion #TrustBuilding

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Respecting Indigenous People's rights is critical to the #JustTransition. In a joint statement companies and investors are called upon to respect their rights and: - Companies must recognize and respect the right to FPIC, which also means the right to say no, in their policies, procedures and practices in all projects, recognizing and emphazing the self-determined development of Indigenous Peoples. The International Responsible Mining Assurance (IRMA) policy on FPIC must be the minimum standard for mining companies. - Investments, direct and indirect financing, and provision of other financial services must be conditional on evidence of FPIC. - Companies and investors must recognize Indigenous Peoples as rights holders and owners of their lands, oceans, seas, and resources, and therefore as partners and as rights holders, rather than mere stakeholders in the development of projects. - Companies must fairly negotiate and implement equitable benefit-sharing mechanisms, including co-ownership and co-equity models, that respect Indigenous Peoples’ rights and contributions and ensure respect to their FPIC. - Investors must require implementation of these models for companies they invest in, to be in line with the UNGPs, human rights due diligence, and effective grievance mechanisms. - Companies and investors must adopt and implement policies on zero tolerance for violence, assassination, murders, and attacks on Indigenous Peoples' human rights defenders and communicate the same expectation to their business partners. - Companies must not cause harm in the access to and quality of clean water of Indigenous Peoples as well as any other adverse environmental impacts. - Indigenous Peoples must have decision-making roles in line with their right to FPIC in multi-stakeholder certification mechanisms of transition minerals and renewable energy projects. - Indigenous investors and companies must be recognized and enabled as equal and viable partners when and where they choose to participate in projects.

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At Options, our actions inspire and transform health outcomes. • We connect systems and sectors, bringing people together to co-create solutions that improve health-seeking behaviours. • We partner with local organizations to strengthen their capacities for program delivery and donor compliance. • We listen and learn to understand what matters, enabling evidence-driven innovation. • We help integrate and scale health innovations so more people benefit. We look forward to collaborating with you. The Role of Health Security in Safeguarding Global Economies Health Security: An Economic Imperative Health security underpins economic stability. COVID-19 showed how health crises disrupt economies, strain healthcare, and deepen poverty. In today’s world, investing in health security ensures resilience.   What is Health Security? Health security is a nation’s ability to prevent, detect, and respond to health threats, preventing emergencies from escalating into crises.   Economic Impacts of Health Crises: • Economic Losses: The Ebola outbreak cost West Africa $53 billion; COVID-19's toll exceeded $12 trillion globally. • Supply Chain Disruptions: Health crises halt industries and trade, crippling economies. • Vulnerable Populations: Low-income nations face disproportionate impacts, worsening poverty.   Africa’s Health Security Challenges: • Weak Surveillance Systems: Delayed detection worsens health threats. • Insufficient Funding: Budgets remain inadequate in West and Central Africa. • Environmental Risks: Climate change drives diseases like Ebola and Lassa fever.   Positive Developments: • Nigeria’s NCDC combats outbreaks like Lassa fever and COVID-19. • Africa CDC fosters regional collaboration for preparedness.   Pathways to Resilient Health Security: 1.    Strengthen Primary Healthcare: Build robust systems to reduce strain. 2.    Empower Communities: Train health workers for early detection and response. 3.    Leverage Technology: Use digital tools and telemedicine to bridge gaps. 4.    Enhance Regional Collaboration: Share data and mobilize resources. 5.    Increase Funding: Prioritize health security in budgets and attract donor investments.   Call to Action Health security requires unity: • Governments: Prioritize health security in policies and budgets. • Private Sector: Drive innovation through partnerships. • International Organizations: Provide funding and knowledge-sharing. • Individuals: Advocate for stronger health policies. A health-secure world is economically resilient. Together, we can ensure no crisis undermines global progress.   Join the Conversation: What steps can strengthen health security in Africa and beyond? Share your ideas! #HealthSecurity #GlobalHealth #EconomicResilience #AfricaNigeriaHealthMatters #HealthInnovation

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Good opportunity

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Last chance to check out this strategy for developing program-specific Value for Money (VfM) criteria before it moves into the archive for paid subscribers. VfM criteria, focusing on aspects of good resource use, are often specified by donors and decision-makers. Commonly, five criteria known as the “5Es” (economy, efficiency, effectiveness, cost-effectiveness, and equity), are defined by entities like the UK's Foreign, Commonwealth & Development Office (FCDO) and National Audit Office (NAO). However, there’s no universal set of VfM criteria and even if we use the 5Es, generic definitions won’t do. I recommend a flexible, inclusive approach to developing meaningful criteria. Evaluation criteria should be context-specific and collaboratively defined with those affected by the program. The 5Es can serve as a starting point. Here’s how 👇

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Be a donor darling. Do this by showing you are proactive, than just responsive to changing contexts. Use foresight. Foresight is a method that helps you: 📍Anticipate future changes, enabling better-prepared plans 📍Develop adaptable, flexible and resilient Monitoring and Evaluation (M&E) Frameworks and Theories of Change that can adapt to future shifts 📍Identify emerging opportunities Combine AI with foresight to make your M&E processes adaptable. Don't miss our upcoming webinar to explore the use of AI for foresight. Only 8 seats available!!! 🔥 Sign up here: https://lnkd.in/eBWV8vCE #Foresight

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