53 ACE also invested in 2021 in the development of a detailed Theory of Change (TOC) and monitoring, evaluation, and learning (MEL) framework for the entire centre. With the existence of this TOC and MEL framework, every single team at ACE will be able to demonstrate the effectiveness of their work by the regular collection and analysis of data about ACE’s impact. This MEL framework is a tool to ensure that all of ACE’s staff are motivated in seeing the effect their work is having in the realworld. Another tool that ACE used in 2021 to motivate staff in the execution of their work to ensure effectiveness was its professional development plans. Linking the performance reviews of ACE’s predominantly temporary staff to each person’s professional development plan supports each team member in growing to their next level of competency, and mutually ensures the organisation is functioning optimally. 2.3. Empowering staff through change management Throughout the year, dedicated leadership communications were shared with the ACE team, covering topics from role changes to wellbeing resources offered by the University. The objective of this communication directly from the ACE director was to reassure our staff in a changing environment and by doing so, empower them to continue to offer uninterrupted services to ACE’s stakeholders. At various points where change needed to be managed – such as the directive to return to in-office working or the non-payment of staff bonuses – we have empowered our staff through consultation and integrated where possible their input into our business continuity plans (such as our return-to the office policy and COVID-19 policy). Looking ahead to new initiatives/ projects in 2022 In late 2021 ACE has secured R5.5 million in new grants across three projects funded by the Canadian International Development Research Centre (IDRC), the Wellcome Trust-funded Vaccines for Africa (VACFA) initiative at the University of Cape Town, and the Sexual Violence Research Initiative (SVRI) via the Centre for Evidence and Implementation (CEI). These three new projects focus on learning and collaboration for achievement of Sustainable Development Goals. The IDRC funding will enable us to supporting teams across 13 countries to advance systemslevel change for evidence-informed social policy. The new VACFA collaboration involves contributing to the development and delivery of a Regional Scientific Hub for evidence-informed decision-making for vaccines across Africa. And last but not least, the SVRI / CEI funding is for the co-development of an online course to enhance research impact to prevent violence against women and children. Along with new short learning programmes, we are looking forward to this expansion in our learning and teaching in the year ahead. ACEPS ACEPS at a glance Team: 6 Academics, 6 PGs, 2 PDRFs, 6 RAs Visiting researchers: 3 Professors Collaborations: 6 Publications: 8 4IR Initiatives: 2 Talks: 20 – including 10 invited/ keynotes Grants: 4 @ R4,070,000; Grant applications: 2 @ R1,000,800 Research Groups: 2 Reading Groups: 1 Conferences organised: 3 Media interviews/pubs: 6 Online Videos: 22 Postgrads supervised: 9 Honours; 13 MA; 9 PhD How will we do things differently in 2022? We will continue to ensure the consistent engagement with all levels of ACE’s governance structures. How will we do things differently in 2022? In 2022, ACE will operationalise its MEL framework, regularly feeding evidence for the impact of its work to its governance structures. How will we do things differently in 2022? ACE will continue to support their staff in achieving their next highest level of competency as a way to ensure effectiveness by ensuring each staff member completes their professional development plan early in the year. How will we do things differently in 2022? We will prospectively identify and prepare for possible changes that will require leadership’s input.
RkJQdWJsaXNoZXIy MjU1NDYx