Professor Mike Nolan, Dr Jo Rick, Dr Jayne Brown, Mr Richard Adams, Dr Gill Musson Sheffield Institute for Studies on Ageing, University of Sheffield; Health Sciences Research Group, University of Manchester; The Sue Ryder Centre for the study of Supportive, Palliative and End of Life Care, University of Nottingham; Avery Healthcare Group Ltd. ; formerly Management School, University of Sheffield.

From Metrics to Meaning: Culture Change and Quality of Acute Hospital Care for Older People

This paper attempts to draw some lessons from the experience of development NGOs throughout the world over the last five decades. It starts by describing the meaning of the alternative development paradigm as practised by NGOs. It then examines some of the major socio-political changes that have occurred in recent years, and their impact on development NGOs. Finally, it outlines some key dilemmas facing development NGOs, and their potential implications for their future roles and contributions at the start of the new millennium.

Riding high or nosediving: development NGOs in the new millennium.

Governance es un termino que traducido al espanol ha generado diversos conceptos como 
“gobierno”, “gobernacion”, “gobernancia”, “gobernabilidad” y “buen gobierno”. Es a partir de 
la disparidad en la traduccion del termino Governance mencionada anteriormente que se ha 
dado lugar a la generacion de diversos constructos en espanol a partir de la traduccion del 
constructo Corporate Governance como “gobernanza empresarial”, “gobernabilidad 
organizacional” y “gobierno corporativo”. Y es debido a esta confusion de traducciones que se 
realizo la caracterizacion de los conceptos Gobernanza, Gobernabilidad y Gobierno 
Corporativo, con el fin de analizar su interrelacion y como estos podrian contribuir con el 
mejoramiento de la gestion al interior de las Mipymes del sector agropecuario. 
Para la realizacion de este analisis se planteo un modelo de analisis que en sus diferentes 
fases logro mostrar las relaciones existentes y sus niveles, entre los conceptos propuestos y 
posteriormente con los problemas encontrados en las Mipymes del sector, evidenciandose que 
la relacion entre estos tres conceptos potencia el impacto que se tendria al implementarlos 
por separado. 
Se encontro que los conceptos con mayor relacion son la Gobernabilidad y la Gobernanza, que 
la Gobernabilidad y el Gobierno Corporativo tienen una relacion alta – media y que la 
Gobernanza y el Gobierno Corporativo son los conceptos con menor relacion; estos tres 
conceptos se relacionan con la gestion financiera, la gestion estrategica y la gestion de recursos 
humanos en diferentes niveles, siendo el Gobierno Corporativo el mas relacionado.

Gobernanza, gobernabilidad y gobierno corporativo. Análisis relacional para contribuir con el mejoramiento de la gestión de las mipymes del sector agropecuario en Bogotá, Cundinamarca y Boyacá.

This review of the policy relationship between government and the non-profit sector is the final piece of work for the New Zealand contribution to the Johns Hopkins University international study of the non-profit sector. The project overall has produced extensive qualitative and quantitative information on the non-profit sector and an overview report, The New Zealand Non-profit Sector in Comparative Perspective . The relationship between the non-profit sector and government can be characterised as constantly evolving and changing, those changes being substantial on some occasions and more subtle and nuanced at other times. The public sector reforms of the 1980s and 1990s had a significant effect on the relationship between government agencies and the sector, and saw an increase in funding to the sector. Historically, government grants supported organisations to pursue their own aims, but the shift to contracting has meant a closer relationship between government and the sector. The approaches to contracting have raised questions about the extent to which non-profit organisations are meeting government goals rather than pursuing their own missions. Sector independence and effective engagement between the sector and government remain critical issues, with both government and the sector continuing to explore ways to build effective working relationships. Issues of compliance and risk aversion, shaped by both contracting and legal requirements, are an important influence on this aspect of the relationship. For government, contracts ensure accountability, especially financially, and have created opportunities for government to support a more diverse range of service providers. For the non-profit sector, it is often seen as shaping organisational activities, creating significant compliance requirements and limiting independence and autonomy. In the past decade, there have been moves to build stronger and healthier relationships between government and the sector. The appointment of a Minister with specific responsibility for the sector (1999), creation of the Office for the Community and Voluntary Sector (2003), and the Statement of Government Intentions for an Improved Community-Government Relationship (SOGI) in 2001, illustrated movement towards closer relationships. A range of other initiatives followed, such as increased tax relief for contributions to non-profit organisations. Drawing on the SOGI framework, a number of government agencies have established national-level mechanisms for building and developing relationships with non-profit organisations in their respective sectors. Health, housing, sport and recreation, international aid and development and services for children and families provide examples. The nature of these relationships varies, with most government agencies outside Wellington interviewed for this project appearing to know little about the SOGI framework. A recent review of the SOGI by the Association of Non-Government Organisations of Aotearoa calls for the Government to note the value of such a statement, to formalise the way it is implemented by government agencies, and to regularly evaluate progress in government’s responsiveness.

/pdf/the-new-zealand-non-profit-sector-and-government-policy-46f8cvqy1g.pdf

The new zealand non-profit sector and government policy

Two case studies from Kenya demonstrate the malign impact on policy-making and political decision-making of foreign NGOs with single issue agendas. They gain acceptance for their minority views by using financial strength and access to economic and political elites in order to subvert what should be representative democratic processes.

THE GROWING INVOLVEMENT OF FOREIGN NGOs IN SETTING POLICY AGENDAS AND POLITICAL DECISION‐MAKING IN AFRICA

The commonwealth foundation

The Commonwealth Foundation, now five years old, administers a fund designed to increase interchanges between Commonwealth organizations in professional fields. Twenty‐six Commonwealth Governments subscribe to the Foundation's annual income and nominate trustees to serve on its board. A non‐political organization, its activities have included: encouraging the growth of Commonwealth‐wide professional associations, creating national professional centres, helping to create national professional societies, promoting regional professional activity, increasing the personal interchange of skills and experience and broadening professional knowledge through the printed word. It adheres to the view that the Commonwealth remains an association of peoples who, at professional and other levels, still have much in common; much to build on, much to conserve.

The Commonwealth Foundation: An Overview

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The commonwealth foundation

The Commonwealth Foundation: An Overview