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This article examines the use of strategic frameworks in four countries emerging from conflict with a view to understanding the extent to which they have served to contribute to more effective peacebuilding outcomes. Two of the cases examined (Sierra Leone and Burundi) are currently on the United Nations Peacebuilding Commission's agenda, and two (Liberia and Afghanistan) are not, although they both host a United Nations peace mission. Core elements suggested as necessary for strategic frameworks to contribute to better peacebuilding include giving attention to: 1) addressing sources of conflict; 2) strengthening national capacities; 3) promoting coherence, coordination and integration among various actors; and 3) establishing mutual accountability of national and international actors. Comparative findings illustrate the need for more sustained attention to these issues within strategic frameworks in the collective search for sustained peace in conflict-affected countries.

This article examines the use of strategic frameworks in four countries emerging from conflict with a view to understanding the extent to which they have served to contribute to more effective peacebuilding outcomes. Two of the cases examined (Sierra Leone and Burundi) are currently on the United Nations Peacebuilding Commission's agenda, and two (Liberia and Afghanistan) are not, although they both host a United Nations peace mission. Core elements suggested as necessary for strategic frameworks to contribute to better peacebuilding include giving attention to: 1) addressing sources of conflict; 2) strengthening national capacities; 3) promoting coherence, coordination and integration among various actors; and 3) establishing mutual accountability of national and international actors. Comparative findings illustrate the need for more sustained attention to these issues within strategic frameworks in the collective search for sustained peace in conflict-affected countries. Adapted from the source document.

Vol. 4-5 reprint ed., New York, AMS Press, 1974. ; Paged continuously. ; v. 1. Military.--v. 2. Military and naval records.--v. 3. Revolutionary war [military] and index.--v. 4-5. Military records. ; Mode of access: Internet.

Cover -- Copyright -- Contents -- Principal Authors -- Contributing Authors -- Preface -- Chapter 1: Performance-based contracts - setting the scene -- 1.1 Introduction - PBCs and PPPs -- 1.1.1 Specificity of PBCs -- 1.1.2 Legal framework -- 1.1.3 Designing a PBC -- 1.2 References -- Chapter 2: PBC and results-based financing: The inverse approach -- 2.1 Introduction -- 2.2 The Direct Problem -- 2.3 The Inverse Problem -- 2.4 Case Study -- 2.5 Conclusion -- 2.6 References -- Chapter 3: PBC and energy efficiency -- 3.1 Introduction -- 3.2 Energy Savings from Pumping -- 3.3 Other Energy Efficiency (EE) Possibilities -- 3.4 Performance-Based Contracts For Energy Efficiency -- 3.5 Designing and Implementing an EE Performance-Based Contract -- 3.6 Case Studies -- 3.6.1 Yerevan (Armenia) -- 3.6.2 Emfuleni (South Africa) -- 3.6.3 Larger contracts including an EE performance based component -- 3.6.4 Milwaukee -- 3.6.5 Lynn -- 3.7 References -- Chapter 4: Internal performance contracts: A case of the National Water and Sewerage Corporation in Uganda -- 4.1 Introduction: Why this Chapter? -- 4.2 IPCs at NWSC: Identity Card -- 4.3 Prerequisites for IPC Successful Implementation: Strong Foundations and Competition with the Private Sector -- 4.4 IPCs: An Integral Part of an Organisational Structure, A Management Style and an Organisational Culture -- 4.4.1 Key 1: Making managers accountable -- 4.4.2 Key 2: Motivate the staff -- 4.4.3 Key 3: Monitor and evaluate performance -- 4.4.4 Key 4: Manage resistance to change -- 4.5 IPCs: Only Constant is Change -- 4.5.1 Find the right balance between individual and collective incentive mechanism -- 4.5.2 Adjust the definition of performance over time -- 4.5.3 Find the right balance between control and confidence -- 4.5.4 Keep motivation high -- 4.6 Conclusion -- 4.7 Note -- 4.8 References.

Cover Page -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Acknowledgments -- Introduction -- 1. Early Ale Brewing: 1638-1849 -- 2. Golden Age of Brewing: 1850-1919 -- 3. Brewing's Revival and Disappearance: 1920-1955 -- 4. Craft Beer Revolution: 1990-Present -- About the Organizations.