Examples of using Development change in English and their translations into Arabic
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System development & change.
Bani Ans experiencing significant development change.
We support development, change and creative ideas in every area.
The focus on outcomes also highlights the key role that monitoring andevaluation can play in contributing to effective development change.
The second: Deep in the development, change sees many provisions of the constants is adjustable.
People also translate
UNDP supports transformation by assisting national partners todevelop critical capacities for achieving positive development change.
The development change reflected in the outcome can be meaningfully measured during the MYFF period.
These core results represent outcomes, for each service line,that country programmes should be seeking to achieve to promote development change in that area.
At the institutional level, development change requires an efficient, accountable and transparent public sector, as well as a vibrant civil society.
Mr. Chang(Mozambique): I have today a unique opportunity to reaffirm ourengagement in partnerships built upon in Monterrey to face the development changes of the twenty-first century.
Development change is the result of the combined effort of many partners, and its occurrence does not necessarily imply a positive contribution by UNDP.
Recognizing that numerous stakeholders must collaborate in order to achieve development change, UNDP intends to enhance and deepen partnerships within the United Nations system and with external counterparts.
Meeting development changes, especially those enshrined in the MDGs, requires a coordinated drive to produce results, in close partnership with key stakeholders and donors.
The local presence and trusted role of UNDP enable it to be a pivotal knowledge and support link between global agreements andtheir translation into country strategies and development change.
We make product development changes that are not designed to drive huge gross numbers, but to make those conversion numbers go from the horrible baseline to the ideal in our business plan.
A key message emerging from the 2005 multi-year funding framework(MYFF)present report on performance andresults is that UNDP is repositioning itself to respond to development changes and to the United Nations mandate for reform.
This is because our countries have been going andcontinue to go through different development changes. We must also take into account our cultures, values and beliefs in order to ensure that ownership is developed in the name of change and growth.
Evaluations in poverty reduction stressed the importance of having a critical mass of volunteers to deepenthe institution-building process and augment development changes for poverty reduction and achievement of the MDGs.
In the draft Bhutan One programme it was indicated that it would be essential to further strengthen the capacity of civil society organizations to enable them to play their role effectively andto engage the media increasingly as a development change agent.
The project is being implemented in conjunction with a worldwide network of universities;it will provide development change agents with skills enabling them to achieve sustainability in their development activities.
A stronger commitment to partnerships. While broad, strategic partnerships may need to be nurtured with specific institutions, the largest gain may well lie in nurturing strong partnerships as part of coalitions, national and international,in support of specific development change.
For the four UNDP focus areas, objectives should be based on the key results areas,with indicators of substantive development change comparable to those used for the Millennium Development Goals.
This focus on outcomes reinforces the argument made in the World Bank ' s influential paper, Assessing Aid: What Works, What Doesn ' t and Why(1998), for a move away from procedure-driven project-focused approaches towards dialogue andcoalition-building on policy and intended development change.
As reported to the Executive Board at the annual session 2003, the internal transformation of UNDP from a process-based organization to one that is a focused,responsive partner of programme countries in achieving development change has been a challenging task.
As was highlighted in the last year ' s report of the Administrator on evaluation 2001(DP/2002/27) ' s report, UNDP introduced its new M & E monitoring and evaluation framework in late 2001, to orienting it towards results and to focusing monitoring andevaluation more at the outcome,- or development change,- level.
The vision and objectives represented by the MDGs, the broader mandates of the UN and UNDP as assigned by the United Nations Charter and international agreements,and the internal transformation of UNDP in becoming an effective catalyst for development change provide the global political legitimacy and macro context for defining the MYFF goals.
These include: the extent to which UNDP has been successful, at the country level, in moving towards a strategic programme focus and positioning; the effectiveness with which UNDP has used advocacy, policy dialogue and country presence to support national policies;and the effectiveness with which UNDP has used partnerships to further development change.
UNDP ' s support in crisis prevention and recovery, adaptation and risk reduction and their links with climate change, and analysing and responding to the impact of the economic crisis, as well as the UNDPintegrated approach to the development of capacities for sustainable development change, all are designed to support countries to maximize and sustain progress achieved.
Traditionally, monitoring and evaluation focused on assessing inputs and implementation processes and was project/programme based. The challenge is to link performance with outcomes-- with rigorous and credible assessments of progress towards and achievement of outcomes--or development change between the levels of output and impact.