The Occasional Paper Series of the USF Center for the Pacific Rim ::

Size: px
Start display at page:

Download "The Occasional Paper Series of the USF Center for the Pacific Rim :: www.pacificrim.usfca.edu"

Transcription

1 Copyright USF Center for the Pacific Rim The Occasional Paper Series of the USF Center for the Pacific Rim :: Pacific Rim Report No. 16, January 2001 Multi-Stakeholder Partnership in a Multi-Centered Region: A Recent Trend in Southeast Asia by Joaquin R. Gonzalez, III Joaquin L. Gonzalez III is a Kiriyama Fellow at the Center for the Pacific Rim and director of the Executive Master of Public Administration Program at Golden Gate University in San Francisco. He is also associated with the Maria Elena Yuchengco Philippine Studies Program and the Religion and Immigration Project, both at the University of San Francisco. The author of numerous publications on Asian political economy, public policy, development, and management, Gonzalez is the lead author of Opting for Partnership: Governance Innovations in Southeast Asia (2000), Success Secrets to Maximize Business in the Philippines (2000), Governance Innovations in the Asia Pacific Region: Trends, Cases, and Issues (1998), and Development Sustainability Through Community Participation (1998). His scholarly articles have also appeared in the Policy Studies Journal, International Migration Review, International Journal of Sociology and Social Policy, Humboldt Journal of Social Relations, Asian Journal of Public Administration, Pacific Focus, and the Asian Journal of Political Science. Taking a break from academic writing, he has recently authored a children s book called Countries of the World: Philippines (2001). He has worked for the Institute on Governance of Canada, the National University of Singapore, the World Bank, De La Salle University, and the Philippine Government. Dr. Gonzalez was a student activist during the Marcos martial law years and a veteran of the 1986 People Power Revolution in the Philippines. We gratefully acknowledge the Kiriyama Chair for Pacific Rim Studies at the USF Center for the Pacific Rim for funding this issue of Pacific Rim Report. If you would like to subscribe to Pacific Rim Report, please us. Over the past two decades the Southeast Asian region has been experiencing dramatic changes beginning with an economic miracle, then an economic crisis, and now onward to a turn-of-the-millennium economic recovery. In the early 1990s Japan, Korea, Taiwan, and Hong Kong from Northeast Asia together with four Southeast Asian countries (Singapore, Malaysia, Thailand, and Indonesia) were showcased as eight High-performing Asian Economies (HPAEs) by the World Bank in their best-selling publication The East Asian Miracle: Economic Growth and Public Policy (1993). So spectacular were their sustained growth records that they became much-imitated economic models for struggling nations in Eastern Europe, Sub-Saharan Africa, and Latin America. By the late 1990s, however, some not-so-obvious cracks in the miraculous armor of the HPAEs gave way to much stronger global economic forces. This precipitated a domino-effect collapse in the region s financial sectors that seriously contaminated the banking system, stock exchanges, and currency markets. Recently, boosted by a resurgence of growth among its Northeast Asian neighbors, Southeast Asia is once again experiencing a modest economic upsurge, and many American and European investors are returning to the same countries they abandoned at the height of the economic crisis. Overshadowed by the economic ups and downs of Southeast Asia are many political changes from the national to the sub-national levels of government. In the 1970s and 1980s development efforts were traditionally dominated by the state through its numerous agencies and public enterprises. Political power and the authority to govern were, without question, exclusively the government s privilege. By the 1990s, however, a paradigm shift seems to have occurred in the region. The economic crisis exposed the fact that Southeast Asians live in a rapidly changing, interconnected and unpredictable globalizing and regionalizing environment. Increased access to education and the internet have empowered more people with the skills and knowledge to choose their own futures and to make sure their governments fulfill their promises. All of these factors combined to dramatically alter the context in which public programs and services are developed and delivered. Not only have public concerns in Southeast Asia taken on a new complexity and interconnectedness, the methods to address these concerns are of necessity changing too. Southeast Asians no longer live in a region where the nation-state is regarded as the sole legitimate decision-making actor. In fact, the number of domains in which governments can credibly claim to hold overwhelming pre-eminence in terms of power,

2 authority and influence is experiencing a relative decline. Various forms of decentralization and privatization efforts are being carried out in Thailand, the Philippines, Singapore, Malaysia, and Vietnam. In the Philippines the 1986 People Power Revolution and the meteoric rise of non-governmental organizations (NGOs), the overwhelming approval of the 1987 Constitution, the unprecedented enactment of the 1991 Local Government Code, and the Build-Operate-Transfer Law of 1993, as well as implementation of the pro-people Philippine National Development Plan: Directions for the 21st Century (1998) are important events that had significant impact on the interaction of groups representing government, business, and civil society in the Philippines. Similarly in Thailand the landmark passage of the Tambol Authority Organization (TAO) Act of 1994, the enthusiastic approval of the 1997 New Thai Constitution, and the swift launching of the Eighth National Economic and Social Development Plan (1997) were critical turning points that enhanced power sharing among the public, private, and civil society sectors. Prior to these major events, Thai and Filipino political oppositionists and public interest groups had been fighting a protracted battle with repressive regimes for greater democratization, power sharing, and partnerships among the various individuals and institutions within their political systems. The general trends in Malaysia and Vietnam were somewhat different. In Malaysia, although a number of past policies including Malaysia Inc. (1983) and Vision 2020 (1991) called for government, business, and civil society to be represented, in reality, multi-sectoral representation was still dominated by government and business. The composition of the Malaysia Business Council (MBC) is a classic example. However, this is not the case in all of Malaysia. In Penang, which is the home to ALIRAN (a progressive, issues-based publication) and the Consumer Association of Penang, the state government has been more supportive of genuine social tripartism. Other Malaysian states are also examining the Penang model seriously. Also, more recently there seems to be a new trend nationally with the implementation of the Communications Act of 1998, which requires the unprecedented creation of discussion groups where representatives from Malaysian civil society have been encouraged to actively participate and even act as facilitators and agenda-setters. In Vietnam, movements towards creating more space in the development process for groups representing segments of civil society and business have been, for the most part, disappointingly slow. However, a number of positive signs indicating an increase in this space have emerged. These have been facilitated by some significant events and policy pronouncements, including the enactment of doi moi (renovation) and mo cua (open door) policies (1986), the passage of a relatively more democratic New Constitution (1992), the Government Reorganization of 1997, and the Prime Minister s issuance of Official Memo No. 2012/VPCP-PC (1998). The latter encouraged all ministries to consult a broad range of stakeholders representing government, business, and academia. Overall, it seems that in many parts of Southeast Asia there is a noticeable movement from a purely state-centered region to a more multiple-centered region where power, authority, and influence emanate not only from a single source but from a variety of potential sectors representing government, business, and civil society. In Southeast Asia, this shift of power, authority, and influence to multiple actors is happening simultaneously upward, downward, outward, and inward. It is upward to international governmental organizations (like ASEAN and APEC), multi-national corporations, and international non-governmental organizations (NGOs); downward to state, provincial, district, and municipal levels of government; outward to the private sector and organizations of civil society; and inward to individuals and community members. In a region where issues are complex and the power and legitimacy available to address those concerns is diffused, the biggest challenge facing Southeast Asian governments and communities is to find a way to bring together all power share-holders, to find common ground and to combine their strength and resources to effectively address issues of public concern. Six Southeast Asian Cases With this rapidly evolving multiple-centered regional context in mind, a team of Canadian, American, and Southeast Asian action researchers assembled by the Institute On Governance (IOG), with funding primarily from the Canadian International Development Agency (CIDA), embarked in 1996 on a four-year action research program called the Canada-ASEAN Governance Innovations Network (CAGIN). CAGIN sought to study and support governance institutions that demonstrated multi-stakeholder partnership. The CAGIN team identified six case studies from four Southeast Asian countries, the Philippines, Malaysia, Thailand, and Vietnam, to document this growing trend. These six cases were: Baguio Regreening Movement and the Eco-Walk Project: Shortage of water has always been a chronic problem in Baguio City, the summer capital of the Philippines. This serious environmental issue is being alleviated through the Baguio Regreening Movement (BRM), a unique multi-stakeholder partnership composed of national and local governmental agencies, the Catholic Church, community-based organizations, civic groups, entrepreneurs, and businesses that emerged two years after the 1986 People Power Revolution. BRM partners jointly designed and implemented an indigenous community-driven program called Eco-Walk. Eco-Walk promotes regular and organized walks by school children into a watershed area to explore and to plant and tend tree seedlings under the guidance of forestry personnel and volunteers. Aside from being a watershed rehabilitation program, BRM members seek to address the need for children to help rehabilitate the local environment they will inherit and manage in the future. Guimaras Solid Waste Management Project: Implemented in Guimaras Island, one of the poorest provinces in the Philippines, the Guimaras Solid Waste Management Project brings together relevant municipal and provincial government departments with groups from local businesses and civil society to plan and implement an integrated solid waste management approach. Organized into provincial and municipal

3 implementation task forces, project participants have developed and implemented a comprehensive waste management plan and policy for the province. The project has also spearheaded a number of new small-scale business ventures through which citizens and businesses in Guimaras are not only helping to keep the island clean, but also generating income to support their own livelihoods. The Guimaras case offers a useful and relevant model for communities around the world which are looking for more sustainable and holistic approaches to waste management and which see the potential of government-business-citizen partnership. Vietnam Business Council: Since the introduction of doi moi in 1986, Vietnam is slowly moving toward a more stable growth trajectory. In the process of reform Vietnam has studied best practices from other countries, with a special look at Vietnam s relatively more advanced Southeast Asian neighbors. One institutional arrangement that has been adapted and applied in Vietnam by the Vietnam Chamber of Commerce and Industry (VCCI) is the deliberation council. The Vietnam Business Council (VBC) became a forum where the business community, government ministries, think tanks, and some groups from civil society, especially the media and academia, met regularly and discussed issues and concerns affecting the business environment of an economy that was trying to move from a socialist to a more marketoriented system. Khon Kaen Civic Assembly: Thailand s Eighth National Economic and Social Development Plan ( ) emphasizes people-centered development and prioritizes a decentralized, participatory planning approach. The National Economic and Social Development Board (NESDB), the central planning agency, has designated four provinces (in the northeast, north, southern and central regions) to serve as test cases for the development of participatory planning through the creation of a Civic Assembly. Within this supportive policy context, the Khon Kaen Civic Assembly (KKCA) in northeastern Thailand was born. The KKCA is a loose multi-stakeholder group, dominated by middle class civil servants and socially-engaged academics, with fluid borders and an evolving identity. Tambol Civil Society Participatory Local Governance Project: A level of Thai local government that was significantly affected by the passage of the 1997 Thai Constitution and implementation of the Eighth National Development Plan is the tambol (or the sub-district). At Tambol Bangchakreng in Central Thailand, community members identified the preservation of razor clams as a very critical livelihood issue. To address this concern they created a multi-stakeholder partnership of government, business, and community members that could formulate a more effective strategy to protect dwindling razor clam resources in Tambol Bangchakreng. Factors that the research team found to be critical in sustaining the multi-stakeholder partnership were creating process facilitators, creating change agents, and utilizing effective consultative techniques and promoting civic culture. Sustainable Penang Initiative: The Sustainable Penang Initiative (SPI) pioneered a community-based indicators project aimed at creating a process for more holistic and sustainable development planning in the State of Penang, Malaysia. The project involved five roundtables on different areas of sustainable development: ecological sustainability, social justice, economic productivity, cultural vibrancy, and popular participation. Government, business, and civil society participants at the roundtables identified community-based indicators which they could use to monitor development in Penang over time. These initial monitoring results were presented at a People s Forum, through a People s Report Card and a State of Penang Report. The SPI process increased participation, accountability and transparency in Penang. It also spearheaded the creation of new organizations to address specific issues including sustainable transport, disabled access, and water conservation. Building Multi-Stakeholder Partnerships The success of multi-stakeholder partnerships in Southeast Asia is heavily anchored to the right blend of actors and assets. In each of these Southeast Asian multi-stakeholder partnerships, a wide range of actors deployed various forms of influence and resources towards solving development issues they themselves identified. No single actor tended to have absolute power. Broadly speaking, we assumed that these actors could be categorized into the following: the public sector (or government), the private sector (or business) and the people sector (or civil society). The public sector would include the executive, legislature, judiciary, public service, and military and police. The private sector encompasses small, medium, and large enterprises, multi-national corporations, and financial institutions. Civil society would include nongovernment organizations (NGOs), community-based and people s organizations (CBOs and POs), religious and ethnic, women s and youth groups, professional associations, and donor agencies. When a Southeast Asian multi-stakeholder partnership is formed, each actor brings to the new relationship a set of assets. The CAGIN team clustered these assets into the following categories: Physical assets (financial, technical and material resources) Organizational assets (personnel, structure, leadership, capacity to manage, plan, implement, monitor, evaluate and train) Political assets (power, authority, influence, legitimacy) Intellectual assets (knowledge or know-how in certain fields of expertise) Socio-cultural assets (feeling/spirit of trust, friendship, and willingness to collaborate, community traditions, ideals, or values) We recognized that each actor or sectoral group is endowed with a mix of all five forms of assets, although it seems that in actual practice each was only able to contribute certain assets to the multi-stakeholder partnership depending on the nature of the problem, the particular context and timing, and the capacities of the various participants. For instance, the government or public sector was typically strong when it came to political and organizational assets, i.e. policy or program control and coordination, providing institutional stability and harnessing critical political will and support. Further, the government sector is

4 unique because of its power to create and enforce laws and exact taxes. But each case illustrated that it could not provide an effective solution to the development concern on its own. By itself the government could not force social energy and civic involvement. This is something that may best be done by groups in the civil society sector. Similarly, in many cases the private or business sector exhibited strengths in the areas of organizational assets and physical assets, i.e. profit making, labor productivity, private sector competitiveness, and entrepreneurial growth. However, the business sector could not provide political legitimacy or institutional security, which was best done by the government sector. It also could not guarantee social equity and economic rationality. In fact, many of the case experiences show that the market left solely on its own tended to generate economic and income inequalities. Except for their fiscal obligations (i.e. taxes) to the government and token social outreach programs, businesses seldom joined the community in addressing local development concerns. Hence, there was a compelling need for the civil society and government sectors to check and balance the operations of the free market with regulatory activities and programs that reduced these inequities. In the same way, the civil society or people sector often contributed significantly to the multi-stakeholder partnerships through socio-cultural and intellectual assets, i.e. advancing people participation, promoting self-help, and increasing cultural awareness. These assets went towards addressing social inequalities in a manner that was socially and culturally acceptable to the local community. Yet civil society tended to be weak when it came to ensuring political stability and institutionalization, and often lacked authority and administrative capacity. Civil society did not have the legal, judicial and regulatory authority to require the business community to be more accountable and responsible, a goal best accomplished by government agencies or quasi-judicial authorities. Moreover, the entrepreneurial skills and technical know-how required to mobilize local financial resources, which were critical to sustaining community development, were something that civil society groups had to learn from the business sector. We saw that actors in any one sector, operating independently, will typically not have all of the needed resources, all of the public faith and confidence, and all of the knowledge to address issues of public concern effectively. Barriers to Successful Multi-Stakeholder Partnerships In spite of the inherent logic of forming multi-stakeholder partnerships to address issues of public concern, there are deep-seated barriers to doing so. The six Southeast Asian case studies provides colorful examples of what these barriers are, and how they operate. The cases show that barriers may exist in the broader contextual environment, or closer to home among the actors of the partnership itself. Most compelling is the inherent lack of trust among partners from the different interest groups. Deeply ingrained attitudes of blaming government for its inefficiency, criticizing civil society for its narrow and biased interests, and viewing business as pursuing only its own profit-oriented bottom line do not auger well for strong, supportive relationships among these groups. The strong desire for power and control and the accompanying reluctance to share power are additional barriers to partnership. In many cases government actors, after many years of taking the lead, still believe that the people expect them to do so, and taking the lead allows government to set agendas and and influence implementation. Finally, the comfort and security of maintaining the status quo is a significant force mitigating against the formation of new partnerships. It can be a daunting challenge to change relationships that have historically been based on adversarial roles, to ones that are supportive. While the Southeast Asian case studies demonstrate that barriers such as these are always present, they can in many cases be overcome, and each individual case provides some insights into what strategies may be used to accomplish this. Lessons and Conclusions The lessons and conclusions that the CAGIN team drew from the experiences of the six Southeast Asian cases revolved around the following questions: What made these multi-stakeholder partnership successful? What kinds of people were involved and what were the critical roles that they played? How were volunteers motivated to sustain their participation, and how were the contributions of the various partners combined to address the development concern effectively. Champions, Change Agents and Core Group Members A pattern in some of the more apparently effective Southeast Asian multi-stakeholder partnerships was a distinct division between three kinds of actors champions, change agents, and core group members. Each is essential to the success of the multi-stakeholder partnership, and each brings complementary strengths and contributions. Champions are persons of position in the community who command respect as well as authority. By virtue of their stature they can create conditions whereby an innovative governance mechanism can get off the ground and be sustained. Champions, by providing vision, direction, endorsement, and inspiration, can legitimize a governance innovation in an environment where new approaches to power sharing and decisionmaking may be regarded as risky, even dangerous. Champions normally do not get involved in the day-to-day activities of a partnership, but they create an environment in which a Southeast Asian multi-stakeholder partnership may be successfully launched and sustained. Both charismatic and credible individuals, the Bishop of the Archdiocese and the City Mayor, were champions in the Baguio Eco-Walk case. The previous governor of Guimaras province was a champion for participatory decision-making; her endorsement of civil society involvement in public interest questions created an environment that made the Guimaras waste management pilot project possible. Despite a male-dominated working environment, the female vice-president of the Vietnam Chamber of Commerce and Industry, played the champion s role for the Vietnam Business Council. The former president of Khon Kaen University brought together the people and mobilized resources to the startup of the Khon Kaen Civic Assembly and its allied activities. A leading government official (a member of the Penang State Executive Council) and a long-time community leader in Penang both played champion s roles in the case of the Sustainable Penang Initiative.

5 Change agents may emerge throughout the life cycle of a multi-stakeholder partnership. They may come from any walk of life and from any social group. They identify strongly with the issue on which a particular multi-stakeholder partnership is focusing, and, through their enthusiasm and commitment, help raise awareness of the issue at hand, help people see issues in unconventional ways, and inspire others to participate in the new governance mechanism. The association of local village leaders, media persons, and school children were key change agents in the Baguio Eco-Walk. In the Sustainable Penang case, change agents emerged from the community of disabled persons. In Khon Kaen the governor s wife, who heads the local Red Cross chapter, became heavily involved. Moreover, persons from the slum communities and an official from the Bank of Thailand also sacrificed a lot of valuable time to lead activities for the betterment of Khon Kaen. In another part of Thailand, the national government representatives at the District level became one of the first persons to endorse decentralization at the Tambol-level and participate in a new and a more participatory process of decision-making. If champions and change agents are the heart and soul of Southeast Asian multi-stakeholder partnerships, then core group members are the brains, muscles, and facilitators. It is they who guide the partnership from point to point, ensuring that momentum is maintained, issues are addressed as they arise, conflicts are resolved, and objectives are addressed. They ensure that the day-to-day work of a multi-stakeholder partnership gets done. They oversee the formulation and execution of strategies and plans, ensure that progress is monitored, problems addressed, meetings held, etc. In short, the presence of a core group is essential for sustaining a partnership through to the completion of the objective that inspired its formation. Strong core groups, which were built around mutual trust and personal affinity, were apparent in several of the cases. The Baguio Regreening Movement was sustained by the enthusiasm and commitment of a core group of five people drawn from the public sector, the private sector, and civil society. The Vietnam Business Council had nine core members, with membership heavily tilted toward the government, but including the private sector, media, and academia. The work of the implementation task forces in the Guimaras case was sustained by strong core groups who, among other things, played a key role in keeping the multi-stakeholder partnership alive during a difficult transition period after the provincial elections. In Tambol Bangchakreng, a facilitator played a crucial role in helping to mobilize a core group and she essentially provided a backstop for the core group while it was being formed. Making Voluntarism Work Committed voluntarism is at the heart of Southeast Asian multi-stakeholder partnerships. Citizens contribute their time and energy to the partnership because they believe in the need for concerted action on a particular public issue. But the case studies also demonstrated that, as a purely practical matter, voluntarism has its limits. This is particularly true in cases where there is a high degree of involvement in a multistakeholder partnership by persons from lower socio-economic strata (which was not the case in Sustainable Penang or the Vietnam Business Council). Monetary and other tangible incentives whether in the form of salary payments, grants for micro-projects, or opportunities to participate in study tours proved significant factors in inducing or sustaining core groups or broader networks of participation in the case of the Khon Kaen Civil Assembly and the Guimaras waste management project. The Baguio Eco-Walk project was an interesting counterexample. No monetary or tangible incentives were provided to core group members or to participants. As one participant put it, the biggest incentive is to help make Baguio a better place for their children and the generations to come. Significantly, Baguio stood out as the case with the clearest and most immediate development impacts. This allowed participants to see, over a relatively short period of time, that the project was making a difference. This is a powerful intangible asset that may have outweighed the need for physical, monetary or other tangible assets. Developing A Supporting Operating Style Or Culture Successful Southeast Asian multi-stakeholder partnerships are likely to be structured and managed in ways that pay attention to certain basic human needs of their members that follow from rough rules of thumb about human nature. Given the particular circumstances of these innovative governance arrangements in Southeast Asia, participants appeared to work most effectively when the partnership operated in a way that accounted for basic human needs related to trust and safe spaces. In the four Southeast Asian country studies, there was not a recent tradition of free and easy discourse around questions of alternative forms of power-sharing and decision-making. In societies used to regarding political authorities as having a firm decision-making monopoly on questions of public interest, and where debate is conditioned by respect for hierarchy and formal authority, ordinary citizens may be apprehensive about getting involved in multi-stakeholder partnership. Under such circumstances an atmosphere of trust is essential in encouraging adherance to a partnership and active participation within it. Several of the case studies provide clear examples of trust-building. Often, an environment of trust results from the fact that the multistakeholder partnership was built upon pre-existing networks of long-standing informal personal and/or professional relations. This was clearly so in the Baguio, Guimaras, and Vietnam cases. Also, the presence of a champion, who by virtue of reputation or social position is perceived to be apolitical and uninterested in personal aggrandizement, is also an important factor contributing toward trust. The Bishop s role in the Baguio case exemplifies this. Conversely, participants uncertainty about possible political ambitions of the chairman of the Khon Kaen Civic Assembly undermined development of trust in that partnership. An environment of trust is conducive to the creation of a safe space for multi-stakeholder dialogue and debate on questions of public interest. If Southeast Asian multi-stakeholder partnerships are to function as forums where all stakeholders can contribute to the resolution of public interest issues, then all must feel that the partnership provides a forum where they can speak freely, challenging accepted ideas and introducing new ones, without fear of recrimination or without violating cultural norms regarding public confrontation or respect for elders and authority figures. The presence of a safe space was a key feature of all the case studies.

6 Globalization precipitated rapid economic, social, and political changes in many geographic regions of the world. Nowhere was this phenomenon felt more strongly than in communities all over Southeast Asia. Periods of spectacular growth and political democratization have led to better economies and the empowerment of many segments of society. Power and authority are no longer the monopoly of government in the emerging multi-polar and multi-centered societies. The Southeast Asian cases described above illustrate how champions and change agents from the business sector and civil society sector have become catalysts of community reform and development. Committed voluntarism and an engaging citizenry are also becoming the trend. Innovative governance arrangements, where trust-building and power-sharing are key principles, are slowly replacing the old culture of single-sector dominance. The University of San Francisco - Educating minds and hearts to change the world - since 1855

Governance as Stewardship: Decentralization and Sustainable Human Development

Governance as Stewardship: Decentralization and Sustainable Human Development Governance as Stewardship: Decentralization and Sustainable Human Development by Jerry VanSant Research Triangle Institute USA EXECUTIVE SUMMARY Introduction The United Nations Development Programme (UNDP)

More information

Structure of the Administration (political and administrative system)

Structure of the Administration (political and administrative system) Thailand Performance Management 1. Introduction Structure of the Administration (political and administrative system) Since the declaration of the first constitution in 1932, the politics and government

More information

CHAPTER 11: The Problem of Global Inequality

CHAPTER 11: The Problem of Global Inequality CHAPTER 11: The Problem of Global Inequality MULTIPLE CHOICE 1. The claim that poverty is unethical is essentially a. Normative c. political b. theoretical d. scientific 2. Self-interest is an important

More information

Strengthening Public Sector Human Resource Management Capacities in Africa

Strengthening Public Sector Human Resource Management Capacities in Africa Strengthening Public Sector Human Resource Management Capacities in Africa THE EXPERIENCE OF MOZAMBIQUE ON INNOVATION & PERFORMANCE MANAGEMENT IN THE PUBLIC SERVICE Capacity Building Workshop on Innovation

More information

Framework. Australia s Aid Program to Papua New Guinea

Framework. Australia s Aid Program to Papua New Guinea Framework Australia s Aid Program to Papua New Guinea 21 October 2002 Our Unique Development Partnership our close bilateral ties are reflected in our aid program Enduring ties bind Papua New Guinea with

More information

Asia Pacific Disability Rehabilitation Journal

Asia Pacific Disability Rehabilitation Journal PHYSICAL THERAPY ROLES IN COMMUNITY-BASED REHABILITATION: A CASE STUDY IN RURAL AREAS OF NORTH EASTERN THAILAND Nomjit Nualnetr* ABSTRACT This action research aimed to explore how physical therapists could

More information

The World We Want. A North-East Asian Youth Vision

The World We Want. A North-East Asian Youth Vision The World We Want A North-East Asian Youth Vision This Declaration was handed to His Excellency Kim Sung-hwan, Minister of Foreign Affairs and Trade of the Republic of Korea, in Seoul on 9 th of January

More information

Hong Kong Declaration on Sustainable Development for Cities

Hong Kong Declaration on Sustainable Development for Cities Hong Kong Declaration on Sustainable Development for Cities 1. We, the representatives of national and local governments, community groups, the scientific community, professional institutions, business,

More information

Capital Market Integration and Stock Exchange Consolidation in the Asia-Pacific

Capital Market Integration and Stock Exchange Consolidation in the Asia-Pacific Joint Statement Asian Shadow Financial Regulatory Committee and Australia-New Zealand Shadow Financial Regulatory Committee Queenstown, New Zealand 6 April, 2011 * Capital Market Integration and Stock

More information

Understanding Civil Society Issues for WHO

Understanding Civil Society Issues for WHO Discussion Paper No. 2 CSI/2002/DP2 Understanding Civil Society Issues for WHO February 2002 Civil Society Initiative External Relations and Governing Bodies WORLD HEALTH ORGANIZATION TABLE OF CONTENTS

More information

HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com

HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com HIMMELMAN Consulting 210 Grant Street West, Suite 422 Minneapolis, MN 55403-2245 612/998-5507 ArthurTHimmelman@aol.com COLLABORATION FOR A CHANGE (revised January 2002) Definitions, Decision-making models,

More information

CYBERSECURITY RISK RESEARCH CENTRE. http://www.riskgroupllc.com. http://www.riskgroupllc.com info@riskgroupllc.com + (832) 971 8322

CYBERSECURITY RISK RESEARCH CENTRE. http://www.riskgroupllc.com. http://www.riskgroupllc.com info@riskgroupllc.com + (832) 971 8322 CYBERSECURITY RISK RESEARCH CENTRE http://www.riskgroupllc.com http://www.riskgroupllc.com info@riskgroupllc.com + (832) 971 8322 Cyber-Security Risk Research Centre In this era of interconnected and interdependent

More information

BARRIERS TO THE DEVELOPMENT OF INDEPENDENT FOREIGN POLICY THINK-TANKS IN RUSSIA

BARRIERS TO THE DEVELOPMENT OF INDEPENDENT FOREIGN POLICY THINK-TANKS IN RUSSIA Training Program for Russian Policy and Opinion Makers Policy Papers 2/11 BARRIERS TO THE DEVELOPMENT OF INDEPENDENT FOREIGN POLICY THINK-TANKS IN RUSSIA Author: Igor Okunev Supervisor: Jacek Kucharczyk,

More information

Charter of the. Commonwealth

Charter of the. Commonwealth Charter of the Commonwealth Signed by Her Majesty Queen Elizabeth II, Head of the Commonwealth, Commonwealth Day 2013 We the people of the Commonwealth: Recognising that in an era of changing economic

More information

Current challenges in delivering social security health insurance

Current challenges in delivering social security health insurance International Social Security Association Afric ISSA Meeting of Directors of Social Security Organizations in Asia and the Pacific Seoul, Republic of Korea, 9-11 November 2005 Current challenges in delivering

More information

Synthesis Report. Towards an effective monitoring and accountability framework for the post-2015 development agenda: perspectives from the regions.

Synthesis Report. Towards an effective monitoring and accountability framework for the post-2015 development agenda: perspectives from the regions. Synthesis Report Towards an effective monitoring and accountability framework for the post-2015 development agenda: perspectives from the regions. In response to the emphasis and strong recognition by

More information

OUTLINE. Source: 36 C/Resolution 16, 190 EX/Decision 9 and 192 EX/Decision 6.

OUTLINE. Source: 36 C/Resolution 16, 190 EX/Decision 9 and 192 EX/Decision 6. 37th Session, Paris, 2013 37 C 37 C/57 4 November 2013 Original: English Item 5.19 of the provisional agenda PROPOSAL FOR A GLOBAL ACTION PROGRAMME ON EDUCATION FOR SUSTAINABLE DEVELOPMENT AS FOLLOW-UP

More information

Civic Engagement in Policy Development and Implementation

Civic Engagement in Policy Development and Implementation Civic Engagement in Policy Development and Implementation Adil Khan Expert on Participatory Governance Former Chief, Socio-economic Governance & Management Branch, UNDESA Why Civic Engagement: The Context

More information

FOSTERING DIALOGUE AND MUTUAL UNDERSTANDING

FOSTERING DIALOGUE AND MUTUAL UNDERSTANDING FOSTERING DIALOGUE AND MUTUAL UNDERSTANDING The crucial role of young women and men in advancing intercultural dialogue and understanding is increasingly recognized within the global development agenda.

More information

Performance Management in Asia. M. Jae Moon Department of Public Administration Yonsei University

Performance Management in Asia. M. Jae Moon Department of Public Administration Yonsei University Performance Management in Asia M. Jae Moon Department of Public Administration Yonsei University Outline Background Performance Management Issues (levels, actors, tools, and processes) Comparative Asian

More information

Policy Brief Public-Private-Partnerships in the Health Sector

Policy Brief Public-Private-Partnerships in the Health Sector Policy Brief Public-Private-Partnerships in the Health Sector Exploring Opportunities for CHAG (Final Version) Christian Health Association Ghana July 2013 1 Content Introduction... 3 1. Understanding

More information

Sunshine Coast Regional Council

Sunshine Coast Regional Council Sunshine Coast Regional Council STRATEGIC POLICY International Relations Corporate Plan Reference: 1.1 A broad economic base 3.1 Partnerships and alliances that drive innovation 8.1 Ethical, accountable

More information

Participatory planning and monitoring

Participatory planning and monitoring Participatory planning and monitoring Session 1 Participatory approaches to corporate-community relations in the extractive industries: Concepts, tools, benefits and risks 1 Overview This presentation

More information

STRATEGIC PRIORITIES 2013-2018

STRATEGIC PRIORITIES 2013-2018 STRATEGIC PRIORITIES 2013-2018 ADOPTED BY THE EXTRAORDINARY GENERAL ASSEMBLY BRUSSELS, BELGIUM 22 APRIL 2012 1 INTRODUCTION A strategy is a combination of the goals for which an organisation strives and

More information

OPEN SOCIETY INSTITUTE BALTIMORE 201 North Charles Street, Suite 1300, Baltimore, MD 21201, (401) 234-1091 www.soros.org/initiatives/baltimore

OPEN SOCIETY INSTITUTE BALTIMORE 201 North Charles Street, Suite 1300, Baltimore, MD 21201, (401) 234-1091 www.soros.org/initiatives/baltimore OPEN SOCIETY INSTITUTE BALTIMORE 201 North Charles Street, Suite 1300, Baltimore, MD 21201, (401) 234-1091 www.soros.org/initiatives/baltimore SUMMARY The Open Society Institute (OSI), a private operating

More information

Burundi Leadership Training Program Intro Organizing principles

Burundi Leadership Training Program Intro Organizing principles Burundi Leadership Training Program Implemented by the Woodrow Wilson International Center for Scholars with support from the World Bank s Post-Conflict Fund, UK s Department for International Development,

More information

Draft Sri Lanka National Health Promotion Policy

Draft Sri Lanka National Health Promotion Policy Draft Sri Lanka National Health Promotion Policy Table of contents Executive summary...1 Forewords...2 Preamble...3 The Concept for Health Promotion development...4 Guiding Principles...4 Current Sri Lanka

More information

Driving Excellence through Data Governance Personal Data Protection Seminar. Singapore, May 16, 2014

Driving Excellence through Data Governance Personal Data Protection Seminar. Singapore, May 16, 2014 Driving Excellence through Data Governance Personal Data Protection Seminar Singapore, May 16, 2014 Address by Elizabeth Denham, Information and Privacy Commissioner for British Columbia Thank you for

More information

Supporting Income Generation Programs

Supporting Income Generation Programs Supporting Income Generation Programs From Program Priorities and Operations in Foundation Building Sourcebook: A practitioners guide based upon experience from Africa, Asia, and Latin America A. Scott

More information

EFFECT REPORT 2014. 1. What does your organisation want to achieve?

EFFECT REPORT 2014. 1. What does your organisation want to achieve? EFFECT REPORT 2014 Civil Rights Defenders is an independent expert organisation founded in Stockholm, Sweden in 1982, with the aim of defending human rights, and in particular people s civil and political

More information

48th Session of the International Conference of Education (ICE)

48th Session of the International Conference of Education (ICE) 48th Session of the International Conference of Education (ICE) Inclusive Education : The Way of the Future 25-28 November 2008 Geneva, Switzerland, UNESCO- IBE Organised by: With the participation of

More information

Drugs & Driving. Being smart, safe and supportive. Guide for Community Coalitions. Drugs & Driving: Guide for Community Coalitions

Drugs & Driving. Being smart, safe and supportive. Guide for Community Coalitions. Drugs & Driving: Guide for Community Coalitions Drugs & Driving Being smart, safe and supportive Guide for Community Coalitions Drugs & Driving is an innovative program that seeks to encourage diverse parts of a community to band together to increase

More information

192 EX/6. Executive Board Hundred and ninety-second session

192 EX/6. Executive Board Hundred and ninety-second session Executive Board Hundred and ninety-second session 192 EX/6 PARIS, 31 July 2013 Original: English Item 6 of the provisional agenda PROPOSAL FOR A GLOBAL ACTION PROGRAMME ON EDUCATION FOR SUSTAINABLE DEVELOPMENT

More information

Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings

Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings Compilation of Principles and Recommendations on Preparedness from a series of Workshops and Meetings Disaster prone countries Advocacy and Awareness Make disaster risk reduction for resilience, including

More information

Extracted from Strategic Planning for Political Parties: A Practical Tool International Institute for Democracy and Electoral Assistance 2013.

Extracted from Strategic Planning for Political Parties: A Practical Tool International Institute for Democracy and Electoral Assistance 2013. Extracted from Strategic Planning for Political Parties: A Practical Tool International Institute for Democracy and Electoral Assistance 2013. International IDEA, Strömsborg, 103 34 Stockholm, Sweden Phone

More information

UNESCO S CONTRIBUTIONS TO THE DRAFT OUTCOME STATEMENT OF THE NETMUNDIAL CONFERENCE. Introduction

UNESCO S CONTRIBUTIONS TO THE DRAFT OUTCOME STATEMENT OF THE NETMUNDIAL CONFERENCE. Introduction UNESCO S CONTRIBUTIONS TO THE DRAFT OUTCOME STATEMENT OF THE NETMUNDIAL CONFERENCE 16 April 2014 (Highlighted in yellow below) Introduction 1. The Global Multistakeholder Meeting on the Future of Internet

More information

Why a Floating Exchange Rate Regime Makes Sense for Canada

Why a Floating Exchange Rate Regime Makes Sense for Canada Remarks by Gordon Thiessen Governor of the Bank of Canada to the Chambre de commerce du Montréal métropolitain Montreal, Quebec 4 December 2000 Why a Floating Exchange Rate Regime Makes Sense for Canada

More information

Lao Human Resources for Community Health

Lao Human Resources for Community Health Lao Human Resources for Community Health A collaborative program of the Faculty of Medicine, University of Calgary, the Lao University of Health Sciences, and the Ministries of Education and Health, in

More information

INTRODUCTORY NOTE TO THE G20 ANTI-CORRUPTION OPEN DATA PRINCIPLES

INTRODUCTORY NOTE TO THE G20 ANTI-CORRUPTION OPEN DATA PRINCIPLES INTRODUCTORY NOTE TO THE G20 ANTI-CORRUPTION OPEN DATA PRINCIPLES Open Data in the G20 In 2014, the G20 s Anti-corruption Working Group (ACWG) established open data as one of the issues that merit particular

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals Education leaders ensure the achievement of all students by guiding the development and implementation

More information

GOVERNANCE AND CIVIL SOCIETY

GOVERNANCE AND CIVIL SOCIETY PARTNERS FOR CHANGE GOVERNANCE AND CIVIL SOCIETY SUB-SAHARAN AFRICA PARTNERS FOR CHANGE GOVERNANCE AND CIVIL SOCIETY PARTNERS FOR CHANGE The British Council is committed to building engagement and trust

More information

We, in regional sub-national and national legislative Assemblies in Federal States, gathered here in Milan from different Nations and Continents,

We, in regional sub-national and national legislative Assemblies in Federal States, gathered here in Milan from different Nations and Continents, WORLD FORUM OF REGIONAL AND SUB-NATIONAL LEGISLATIVE ASSEMBLIES Manifesto of regional, sub-national and national Legislative Assemblies in Federal States for a true global democracy We, in regional sub-national

More information

Tel (03) 9282-1239 Fax (03)9282-1241 www.aciia.asia ACIIA ADVOCACY PROJECT ASIAN STOCK EXCHANGE PERSPECTIVES ON INTERNAL AUDIT

Tel (03) 9282-1239 Fax (03)9282-1241 www.aciia.asia ACIIA ADVOCACY PROJECT ASIAN STOCK EXCHANGE PERSPECTIVES ON INTERNAL AUDIT Tel (03) 9282-1239 Fax (03)9282-1241 www.aciia.asia ACIIA ADVOCACY PROJECT ASIAN STOCK EXCHANGE PERSPECTIVES ON INTERNAL AUDIT APRIL 2015 TABLE OF CONTENTS A. Introduction 1 B. Scope and Methodology 2

More information

Private Television in Poland & Slovakia

Private Television in Poland & Slovakia Private Television in Poland & Slovakia, March 2003 Matúš Minárik CONCLUSION AND RECOMMENDATIONS The present policy paper and recommendations result from the policy research done in the framework of the

More information

Ministerie van Toerisme, Economische Zaken, Verkeer en Telecommunicatie Ministry of Tourism, Economic Affairs, Transport and Telecommunication

Ministerie van Toerisme, Economische Zaken, Verkeer en Telecommunicatie Ministry of Tourism, Economic Affairs, Transport and Telecommunication SME Policy Framework for St. Maarten May, 2014 Department of Economic Affairs, Transportation & P. 1 of 16 TABLE OF CONTENTS 1. Introduction 2. SME Developments in St. Maarten 2.1 Definition 2.2 Government

More information

NETWORK SUSTAINABILITY 1. Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.

NETWORK SUSTAINABILITY 1. Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006. NETWORK SUSTAINABILITY 1 1 This document has been written by Alfredo Ortiz, Country Director Pact Ecuador & LAC Regional Coordinator, and Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.

More information

The Governance Brief

The Governance Brief ISSUE 21 2015 Infrastructure Asset Management: Can the Canadian Municipal Experience Help Inform Better Practices in Southeast Asia? By Murray Jamer The Infrastructure Deficit: A Municipal Perspective

More information

OUR COLLECTIVE POWER

OUR COLLECTIVE POWER Share this paper: fil OUR COLLECTIVE POWER A PERSIMMON PAPER ON THE YWCA USA MISSION TO ELIMINATE RACISM EXECUTIVE SUMMARY PREPARED BY YWCA USA FOR LOCAL ASSOCIATIONS THE YWCA USA MISSION TO ELIMINATE

More information

The College@5o WELCOME TO THE INTERNATIONAL CONFERENCE ON PUBLIC ADMINISTRATION PLUS GOVERNANCE: ASSESSING THE PAST, ADDRESSING THE FUTURE.

The College@5o WELCOME TO THE INTERNATIONAL CONFERENCE ON PUBLIC ADMINISTRATION PLUS GOVERNANCE: ASSESSING THE PAST, ADDRESSING THE FUTURE. The College@5o WELCOME TO THE INTERNATIONAL CONFERENCE ON PUBLIC ADMINISTRATION PLUS GOVERNANCE: ASSESSING THE PAST, ADDRESSING THE FUTURE. The International Conference on "Public Administration plus Governance:

More information

The Strategic Operating Plan of The Internet Society. Part I Strategy

The Strategic Operating Plan of The Internet Society. Part I Strategy The Strategic Operating Plan of The Internet Society Part I Strategy Our Vision The Internet Society believes that the Internet is for everyone. From its inception the purpose of the Internet Society has

More information

QUÉBEC DECLARATION ON ECOTOURISM

QUÉBEC DECLARATION ON ECOTOURISM QUÉBEC DECLARATION ON ECOTOURISM In the framework of the UN International Year of Ecotourism, 2002, under the aegis of the United Nations Environment Programme (UNEP) and the World Tourism Organization

More information

ETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY

ETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY ETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY Introduction This document is the final and Board approved version of ETI s strategic directions based on the ETI Board meeting discussion of 12 th March 2015.

More information

DRAFT GUIDELINES ON DECENTRALISATION AND THE STRENGTHENING OF LOCAL AUTHORITIES

DRAFT GUIDELINES ON DECENTRALISATION AND THE STRENGTHENING OF LOCAL AUTHORITIES DRAFT GUIDELINES ON DECENTRALISATION AND THE STRENGTHENING OF LOCAL AUTHORITIES 1 INTRODUCTION Sustainable human settlements development can be achieved through the effective decentralization of responsibilities,

More information

LATVIA. NGO Sustainability: 2.7

LATVIA. NGO Sustainability: 2.7 LATVIA NGO Sustainability: 2.7 As of November 2009, Latvia had 11,669 registered NGOs, including 10,344 associations, 747 foundations, seventy-three open society foundations, fifty-nine sports organizations,

More information

Civil Society Organizations From the Republic of Moldova: Development, Sustainability and Participation in Policy Dialogue

Civil Society Organizations From the Republic of Moldova: Development, Sustainability and Participation in Policy Dialogue Civil Society Organizations From the Republic of Moldova: Development, Sustainability and Participation in Policy Dialogue CHAPTER I. EVOLUTION AND STRUCTURE OF CSOs IN THE REPUBLIC OF MOLDOVA Conceptualization

More information

Building the Capacity of BMOs: Guiding Principles for Project Managers

Building the Capacity of BMOs: Guiding Principles for Project Managers Paris, 1-2 February 2006 www.publicprivatedialogue.org RESOURCE BUILDING AND MAINTAINING BUSINESS MEMBERSHIP ORGANIZATIONS Building the Capacity of BMOs: Guiding Principles for Project Managers Andrei

More information

Creating professional unity for records managers and archivists: the experience of the Kenya Association of Records Managers and Archivists

Creating professional unity for records managers and archivists: the experience of the Kenya Association of Records Managers and Archivists Creating professional unity for records managers and archivists: the experience of the Kenya Association of Records Managers and Archivists Kenya s first professional association for records managers and

More information

Philanthropic Foundations Actual versus Potential Role in International Development Assistance 1

Philanthropic Foundations Actual versus Potential Role in International Development Assistance 1 Philanthropic Foundations Actual versus Potential Role in International Development Assistance 1 The role of private philanthropic foundations in the international development agenda has been drawing significant

More information

LOCAL REVENUE GENERATION: UGANDAN EXPERIENCE

LOCAL REVENUE GENERATION: UGANDAN EXPERIENCE LOCAL REVENUE GENERATION: UGANDAN EXPERIENCE A PAPER PRESENTED AT THE ANSA-AFRICA AFRICA STAKEHOLDER CONFERENCE MAY 19 20, 2008 ADDIS ABABA, ETHIOPIA Ndifuna A. Ziria Allied Management Consultants Ltd.

More information

UNITED NATIONS COMMISSION ON SCIENCE AND TECHNOLOGY FOR DEVELOPMENT

UNITED NATIONS COMMISSION ON SCIENCE AND TECHNOLOGY FOR DEVELOPMENT UNITED NATIONS COMMISSION ON SCIENCE AND TECHNOLOGY FOR DEVELOPMENT Chairman s draft recommendations on the basis of the consolidated version of the rolling document A. Shaping the outcomes of IGF meetings

More information

A Detailed Strategy for Managing Corporation Cyber War Security

A Detailed Strategy for Managing Corporation Cyber War Security A Detailed Strategy for Managing Corporation Cyber War Security Walid Al-Ahmad Department of Computer Science, Gulf University for Science & Technology Kuwait alahmed.w@gust.edu.kw ABSTRACT Modern corporations

More information

EXECUTIVE SUMMARY 30 FINDINGS, 10 IMMEDIATE ACTIONS AND 10 LONG-TERM BUILDING BLOCKS

EXECUTIVE SUMMARY 30 FINDINGS, 10 IMMEDIATE ACTIONS AND 10 LONG-TERM BUILDING BLOCKS EXECUTIVE SUMMARY 30 FINDINGS, 10 IMMEDIATE ACTIONS AND 10 LONG-TERM BUILDING BLOCKS Extract from: Sami Andoura and Jean-Arnold Vinois, From the European Energy Community to the Energy Union. A policy

More information

ALF Turkey Network Administration

ALF Turkey Network Administration Anna Lindh Euro-Mediterranean Foundation for the Dialogue Between Cultures Survey Evaluation Report on Turkey Network Voluntarism and Active Participation (Step-4) 2011 ALF Turkey Network Administration

More information

Striving for Good Governance in Africa

Striving for Good Governance in Africa Striving for Good Governance in Africa This presentation will: Introduce the ECA project Measuring and Monitoring Progress towards good governance in Africa Present a synopsis of the Africa Governance

More information

10. BUILDING AN EFFECTIVE ENFORCEMENT PROGRAM

10. BUILDING AN EFFECTIVE ENFORCEMENT PROGRAM 10. BUILDING AN EFFECTIVE ENFORCEMENT PROGRAM This chapter discusses issues involved in building and managing enforcement programs. While program structure and resources depend greatly on the roles, responsibilities,

More information

The Initiative represents an entirely new approach to inner-city. The recommendations that follow present a clear timetable, laying

The Initiative represents an entirely new approach to inner-city. The recommendations that follow present a clear timetable, laying INDUSTRY CLUSTERS - APRIL 2000 NEW HAVEN INNER CITY BUSINESS STRATEGY INITIATIVE CREATING JOBS, INCOME, AND WEALTH FOR INNER CITY RESIDENTS CREATING JOBS, INCOME AND WEALTH A market-oriented approach The

More information

Course Description Bachelor in Public Administration

Course Description Bachelor in Public Administration Course Description Bachelor in Public Administration 1606202 New Public Management This course is designed to give students the opportunity to understand the theoretical foundations of new public management,

More information

An Exploration of Best Practices in Health Promotion: a short history of the Best Practices Work Group, Centre for Health Promotion, University of

An Exploration of Best Practices in Health Promotion: a short history of the Best Practices Work Group, Centre for Health Promotion, University of An Exploration of Best Practices in Health Promotion: a short history of the Best Practices Work Group, Centre for Health Promotion, University of Toronto by Barbara Kahan and Michael Goodstadt May 14,

More information

Framework for Responsible Business Engagement with Water Policy June 2010

Framework for Responsible Business Engagement with Water Policy June 2010 Framework for Responsible Business Engagement with Water Policy June 2010 Acknowledgments This Framework is a product of the CEO Water Mandate, drafted by the Pacific Institute in its capacity as the operational

More information

Hanover Declaration Local Action Driving Transformation

Hanover Declaration Local Action Driving Transformation Hanover Declaration Local Action Driving Transformation 1 National Governments: Build upon local authority climate leadership! The International Conference on Climate Action 2015 (ICCA2015) showed that

More information

On the Relationship between Empowerment, Social Capital and Community-Driven Development. by Christiaan Grootaert

On the Relationship between Empowerment, Social Capital and Community-Driven Development. by Christiaan Grootaert August 11, 2003 On the Relationship between Empowerment, Social Capital and Community-Driven Development by Christiaan Grootaert The purpose of this brief note is to provide some thoughts on the conceptual

More information

DG ENLARGEMENT SECTOR BUDGET SUPPORT GUIDELINES

DG ENLARGEMENT SECTOR BUDGET SUPPORT GUIDELINES Ref. Ares(2014)571140-04/03/2014 DG ENLARGEMENT SECTOR BUDGET SUPPORT GUIDELINES EXECUTIVE SUMMARY January 2014 TABLE OF CONTENTS Introduction 1. RATIONALE FOR BUDGET SUPPORT 1.1 What is Budget Support?

More information

ROMANIAN - AMERICAN UNIVERSITY. School of Domestic and International Business, Banking and Finance

ROMANIAN - AMERICAN UNIVERSITY. School of Domestic and International Business, Banking and Finance Invest in People! Project co-financed by European Social Fund through the Sectoral Operational Programme Human Resource Development 2007 2013 Priority Axis: 1. Education and training in support for growth

More information

INSURANCE DEVELOPMENT PLAN Volume II (2010-2014)

INSURANCE DEVELOPMENT PLAN Volume II (2010-2014) INSURANCE DEVELOPMENT PLAN Volume II (2010-2014) 1 PREFACE The Insurance industry plays a significant role in the social and economic development of a nation, serving as a contributing source of long-

More information

CDIA Strategy and Action Plan for Pro-poor Urban Infrastructure Development 2011-2012. July 2011 Final Version CDIA

CDIA Strategy and Action Plan for Pro-poor Urban Infrastructure Development 2011-2012. July 2011 Final Version CDIA CDIA Strategy and Action Plan for Pro-poor Urban Infrastructure Development 2011-2012 July 2011 Final Version CDIA Cities Development Initiative for Asia TABLE OF CONTENTS TABLE OF CONTENTS... I ACRONYMS...

More information

BUSINESS INTELLIGENCE MATURITY AND THE QUEST FOR BETTER PERFORMANCE

BUSINESS INTELLIGENCE MATURITY AND THE QUEST FOR BETTER PERFORMANCE WHITE PAPER BUSINESS INTELLIGENCE MATURITY AND THE QUEST FOR BETTER PERFORMANCE Why most organizations aren t realizing the full potential of BI and what successful organizations do differently Research

More information

Evaluation Results from National Consultation Organizers

Evaluation Results from National Consultation Organizers Evaluation Results from National Consultation Organizers September 2010 Responses Received from National Consultation Organizers (24): Region Countries responded Africa (3) Uganda, Cameroon, Ghana Asia/

More information

Page 1. GamblingCompliance. Asia Awakens: The Growth Of Casino Tourism. GamblingCompliance Research Team

Page 1. GamblingCompliance. Asia Awakens: The Growth Of Casino Tourism. GamblingCompliance Research Team Page 1 GamblingCompliance AsiaAwakens: TheGrowthOfCasinoTourism GamblingComplianceResearchTeam Page 2 Contents ExecutiveSummary...3 OverviewofCasinoCompetitioninAsia...5 Authors HarryAshtonandLaurieKorpi

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

WORLD HEALTH ORGANIZATION

WORLD HEALTH ORGANIZATION WORLD HEALTH ORGANIZATION FIFTY-SIXTH WORLD HEALTH ASSEMBLY A56/27 Provisional agenda item 14.18 24 April 2003 International Conference on Primary Health Care, Alma-Ata: twenty-fifth anniversary Report

More information

THE PROCESS OF PLANNING AND INSTITUTIONAL FRAMEWORK FOR POVERTY REDUCTION STRATEGY: THE CASE OF UGANDA.

THE PROCESS OF PLANNING AND INSTITUTIONAL FRAMEWORK FOR POVERTY REDUCTION STRATEGY: THE CASE OF UGANDA. THE PROCESS OF PLANNING AND INSTITUTIONAL FRAMEWORK FOR POVERTY REDUCTION STRATEGY: THE CASE OF UGANDA. By Margaret Kakande Poverty Analyst Ministry of Finance, Planning and Economic Development, Government

More information

ACTION. emerging from the IIEP Policy Forum 16-18 October 2012, Paris ENGAGING YOUTH IN PLANNING EDUCATION FOR SOCIAL TRANSFORMATION

ACTION. emerging from the IIEP Policy Forum 16-18 October 2012, Paris ENGAGING YOUTH IN PLANNING EDUCATION FOR SOCIAL TRANSFORMATION AGENDA ACTION FOR emerging from the IIEP Policy Forum 16-18 October 2012, Paris ENGAGING YOUTH IN PLANNING EDUCATION FOR SOCIAL TRANSFORMATION This document has been written through a consultative process

More information

ILA Strategic Plan 2012 2017

ILA Strategic Plan 2012 2017 ILA Strategic Plan 2012 2017 If you practice, study, or teach leadership; If you seek a community of people who share your passion for leadership; We invite you to be a vital part of the continued growth

More information

On Corporate Debt Restructuring *

On Corporate Debt Restructuring * On Corporate Debt Restructuring * Asian Bankers Association 1. One of the major consequences of the current financial crisis is the corporate debt problem being faced by several economies in the region.

More information

EMERGENCY MANAGEMENT BRITISH COLUMBIA A STRATEGY TO ADVANCE SUPPORT FOR LOCAL AUTHORITY EMERGENCY MANAGEMENT PROGRAMS OCTOBER 14, 2015

EMERGENCY MANAGEMENT BRITISH COLUMBIA A STRATEGY TO ADVANCE SUPPORT FOR LOCAL AUTHORITY EMERGENCY MANAGEMENT PROGRAMS OCTOBER 14, 2015 EMERGENCY MANAGEMENT BRITISH COLUMBIA A STRATEGY TO ADVANCE SUPPORT FOR LOCAL AUTHORITY EMERGENCY MANAGEMENT PROGRAMS OCTOBER 14, 2015 1 MESSAGE FROM THE ASSISTANT DEPUTY MINISTER I am pleased to introduce

More information

Asian Stock Markets in 2015:

Asian Stock Markets in 2015: Asian Stock Markets in 2015: Expected trends and the role of Asian Funds Passports Dr. Andrew Freris CEO, Ecognosis Advisory Ltd March 2015 1 Summary, Part I The Asian markets which outperformed in 2014,

More information

CAPAM. awards 2011-2012. The Commonwealth Association for Public Administration and Management (CAPAM)

CAPAM. awards 2011-2012. The Commonwealth Association for Public Administration and Management (CAPAM) CAPAM awards 2011-2012 The Commonwealth Association for Public Administration and Management (CAPAM) P rogress of any kind begins with innovators who challenge the status quo and continuously seek to change

More information

Discussion Paper. This document is intended to nurture the debate of the informal Council of Ministers meeting in Turin on the 24 September.

Discussion Paper. This document is intended to nurture the debate of the informal Council of Ministers meeting in Turin on the 24 September. INFORMAL E.U. CULTURE MINISTERS MEETING Venaria Reale, Turin, 24 September 2014 Discussion Paper This document is intended to nurture the debate of the informal Council of Ministers meeting in Turin on

More information

Weiqiao Textile Announces its 2015 Interim Results

Weiqiao Textile Announces its 2015 Interim Results Weiqiao Textile Announces its 2015 Interim Results Seize new opportunities in new normal development phase Continued leadership against the backdrop of industry changes Financial Summary Revenue was approximately

More information

ADMINISTRATIVE REFORM IN THE MEDITERRANEAN REGION

ADMINISTRATIVE REFORM IN THE MEDITERRANEAN REGION ADMINISTRATIVE REFORM IN THE MEDITERRANEAN REGION Summary of Israel *Lello Esposito, an important contemporary Neapolitan artist, created and donated the cover artwork, which revolves around the colours

More information

A Private-Public and Social Partnership to Change Water and Sanitation Management Models

A Private-Public and Social Partnership to Change Water and Sanitation Management Models Public Disclosure Authorized 33068 Public Disclosure Authorized Public Disclosure Authorized The Small Town Pilot Project in Peru A Private-Public and Social Partnership to Change Water and Sanitation

More information

Training Module: Managing Diversity

Training Module: Managing Diversity Training Module: Managing Diversity Presented at the Annual Conference of the International Association of Schools and Institutes of Administration Athens, Greece July 2001 Prepared by: Yolande Jemiai

More information

colleagues at the Bank of Japan, I welcome all the distinguished guests from central banks,

colleagues at the Bank of Japan, I welcome all the distinguished guests from central banks, Opening Speech by Toshihiko Fukui, Governor of the Bank of Japan At the 14th International Conference hosted by the Institute for Monetary and Economic Studies, Bank of Japan, in Tokyo on May 30, 2007

More information

Designing Grant Programs

Designing Grant Programs Designing Grant Programs From Program Priorities and Operations in Foundation Building Sourcebook: A practitioners guide based upon experience from Africa, Asia, and Latin America A. Scott DuPree and David

More information

THE CPA AUSTRALIA ASIA-PACIFIC SMALL BUSINESS SURVEY 2015

THE CPA AUSTRALIA ASIA-PACIFIC SMALL BUSINESS SURVEY 2015 THE CPA AUSTRALIA ASIA-PACIFIC SMALL BUSINESS SURVEY GENERAL REPORT FOR AUSTRALIA, CHINA, HONG KONG, INDONESIA, MALAYSIA, NEW ZEALAND, SINGAPORE AND VIETNAM 2 THE CPA AUSTRALIA ASIA-PACIFIC SMALL BUSINESS

More information

Privacy in the Cloud A Microsoft Perspective

Privacy in the Cloud A Microsoft Perspective A Microsoft Perspective November 2010 The information contained in this document represents the current view of Microsoft Corp. on the issues discussed as of the date of publication. Because Microsoft

More information

Participatory Budgeting at the City Level

Participatory Budgeting at the City Level Participatory Budgeting at the City Level Case Studies and Best Practices November 2013 A Policy Brief by The Participatory Budgeting Project 1 Executive Summary This brief outlines how participatory budgeting

More information

FINANCIAL INCLUSION OF YOUTH

FINANCIAL INCLUSION OF YOUTH FINANCIAL INCLUSION OF YOUTH HIGHLIGHTS 2.5 billion - more than half of the world s working adults- are excluded from financial services. This is most acute among low-income populations in emerging and

More information

Promoting Human Capacity Building in an Era of Knowledge-based Economy through Tripartite Cooperation

Promoting Human Capacity Building in an Era of Knowledge-based Economy through Tripartite Cooperation Session VI: Extending Benefits of the Knowledge-based Economy Promoting Human Capacity Building in an Era of Knowledge-based Economy through Tripartite Cooperation By Gong Zhankui & Liu Chenyang APEC Study

More information