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The Enabling Environment for Implementing the Millennium Development Goals: Government Actions to Support NGOs
... Broad definitions of an enabling environment tend to stretch to all aspects of socioeconomic development, whilst narrower ones focus on the formal regulatory environment (Brinkerhoff, 2004). For example, the United Nations Development Programme (UNDP) defines it as: " the enabling environment is the term used to describe the broader system within which individuals and organizations function and one that facilitates or hampers their existence and performance " (2008 cited in OECD, 2011, p.6). ...
... the term used to describe the broader system within which individuals and organizations function and one that facilitates or hampers their existence and performance " (2008 cited in OECD, 2011, p.6). From this, and similar definitions, we consider an enabling environment as the system in which conditions are set that structure and influence action. Brinkerhoff (2004), in his work on development, noted that the features of the enabling environment could be categorised as economic, political, administrative, social-cultural and resources. The OECD (2011, p.8) noted that environments (enabling or not) that contain these structural and institutional factors provide organisations with positive or negativ ...
... Fostering an enabling environment requires five main areas of action: 4 mandating (such as setting the rules of the game through regulation or laws; for example, setting clear procedures for managing performance and underperformance that enable managers to undertake the process effectively); facilitating (providing and setting incentives); resourcing (providing direct funding, for example); partnering (setting up relationships of mutual interest and shared benefits, for example, or setting the conditions that allow other actors to do so); and endorsing (actions that praise or encourage actors to pursue the desired activities or adopt desired behaviours) (Brinkerhoff, 2004). Some of these we might consider important parts of governance as discussed above, however, we should also note that some of these activities do not fit within that definition, thereby giving us some sense that there will be some overlap and some difference between these two concepts. ...
This paper provides a new conceptualisation of high performance government for the public sector. Despite the concerted focus on performance management in both the public and private sectors, the performance puzzle remains. In part, we argue, this is because of a failure to recognise the complex interactions across the micro, meso, and macro levels of performance management that characterise such systems in the public sector. We consider the current attention on system-wide 'high performance government', review the existing literature on high performance organisations, and high performance individuals and groups, and then posit a further, and to date missing, level of analysis - high performance governance. The report is part of a multi-year collaborative research project between the Australian National University, the University of Canberra, the University of New South Wales and the Australian Public Service Commission as part of the Ahead of the Game blueprint for reform in the Australian public service.
... Broad definitions of an enabling environment tend to stretch to all aspects of socioeconomic development, whilst narrower ones focus on the formal regulatory environment (Brinkerhoff, 2004). For example, the United Nations Development Programme (UNDP) defines it as: " the enabling environment is the term used to describe the broader system within which individuals and organizations function and one that facilitates or hampers their existence and performance " (2008 cited in OECD, 2011, p.6). ...
... the term used to describe the broader system within which individuals and organizations function and one that facilitates or hampers their existence and performance " (2008 cited in OECD, 2011, p.6). From this, and similar definitions, we consider an enabling environment as the system in which conditions are set that structure and influence action. Brinkerhoff (2004), in his work on development, noted that the features of the enabling environment could be categorised as economic, political, administrative, social-cultural and resources. The OECD (2011, p.8) noted that environments (enabling or not) that contain these structural and institutional factors provide organisations with positive or negativ ...
... Fostering an enabling environment requires five main areas of action: 4 mandating (such as setting the rules of the game through regulation or laws; for example, setting clear procedures for managing performance and underperformance that enable managers to undertake the process effectively); facilitating (providing and setting incentives); resourcing (providing direct funding, for example); partnering (setting up relationships of mutual interest and shared benefits, for example, or setting the conditions that allow other actors to do so); and endorsing (actions that praise or encourage actors to pursue the desired activities or adopt desired behaviours) (Brinkerhoff, 2004). Some of these we might consider important parts of governance as discussed above, however, we should also note that some of these activities do not fit within that definition, thereby giving us some sense that there will be some overlap and some difference between these two concepts. ...
The focus on performance management both globally and in Australia is not new. Both the public and private sectors have aspired to achieve high performance through performance management systems, procedures, and practices. Despite previous attention from both practitioners and scholars, the performance puzzle remains. Recognising that there is no ‘magic bullet’ and the concept that no ‘one size fits all’ this paper explores new propositions that will assist organisations in strengthening the performance framework within the individual organisational context. It is time to rethink the way that performance management is being conceptualised, both in general and in the APS. The Ahead of the Game Blueprint for Reform (AGRAGA 2010)
stretched the notion of high performance beyond that of an organisation, or single agency, to that of a system-wide aspiration. This paper reconceptualises existing ideas of high performance and provides both a conceptual and practical robust foundation to ‘Strengthen the Performance Framework’.
... Generally, to achieve an enabling environment for development and non-governmental actors' participation in its achievement, governments need to: a) improve policy, legal, and regulatory frameworks; b) build institutional capacity across sectors and at various levels; c) seek out and respond to citizens' needs and preferences; d) establish and maintain a range of oversight, accountability, and feedback mechanisms; and e) mobilize and allocate public resources and investments (D. Brinkerhoff, 2007 ). As diasporans and DOs are non-governmental actors, these actions apply, and more targeted interventions for diaspora engagement can be identified. ...
... In exploring the role of the public sector in fostering corporate social responsibility, Fox Ward, and Howard (2002) identify four principal public sector roles. D. Brinkerhoff (2007) adapted this framework, adding a role and specifying government actions for creating an enabling environment for NGOs in achieving the Millennium Development Goals. Here, I adapt Brinkerhoff's work, applying it to diasporas and their potential development contributions . ...
... Here, I adapt Brinkerhoff's work, applying it to diasporas and their potential development contributions . The role of government in fostering an enabling environment can be categorized as consisting of the following actions: mandating, facilitating, resourcing, partnering, and endorsing (Fox, Ward, and Howard, 2002; Brinkerhoff, D., 2007).Table 1 combines these roles with the specific power resources, policy, strategy, locus of initiative, and general enabling roles and illustrative actions.Table 2 identifies more specific illustrative actions government can take to enable diaspora contributions through remittances, diaspora philanthropy , knowledge transfer, investment ⁄ business development, and policy influence. Mandating refers to the legal and regulatory framework that affects diasporas, all the way from citizenship rights (e.g., dual citizenship, voting), if granted, to basic rights that allow diasporans to initiate activities in the homeland independent of state control and laws governing the creation and operation of NGOs (diaspora philanthropic organizations) and businesses. ...
Diasporas contribute to their homeland’s development through remittances, philanthropy, skills transfer, business investment, and advocacy. This paper focuses on actions that homeland governments can take to create an enabling environment for diasporas’ contributions. Part I addresses the diaspora phenomenon and the homeland government-diaspora relationship. Part II develops a framework for characterizing government’s role in an enabling environment specific to diasporas’ development contributions. Part III considers how to put the framework into practice, identifying important caveats and discussing several implementation issues, including the potential role of donors. The framework is also a tool for diasporans to strategically advocate for improved enabling environments.
... But as other literature show, these components are also deemed to be important by others as contributors to enabling environments. In Brinkerhoff's (2004) paper on implementing MDGs, he noted that economic, political, administrative, socio-cultural, and resources are factors to be considered in having an enabling implementation environment. He further noted that to complement such components, governments must 1) improve policy, legal and regulatory frameworks; 2) build institutional capacity; 3) seek and respond to citizen's needs; 4) establish range of oversight; and 5) mobilize/allocate resources. ...
... And when parties engage in a relationship based on mutual interests and shared benefits, Brinkerhoff refers to it as a partnership. Lastly, it is an endorsing relationship if the government promotes, praises or encourages the parties to participate (Brinkerhoff, 2004). The last point is worth noting since its relevance has also appeared in other literature where it has been cited as contributing to an enabling environment and it helps if the government does promotional activities to encourage action or support from others (Belkeley and Kern, 2006;Mani, 2012). ...
Engaging in Public-Private Partnership arrangements for infrastructure gaps has been one of the endeavors of the national government as indicated in the Medium-term Philippine Development Plan to achieve inclusive growth. With Philippine population soaring to 92.3 million inhabitants in the latest census in 2010, research showing that most of population growth challenges will be in urban areas becomes more imperative in the Philippines. To meet the challenges of urbanization, more than 11 trillion USD are estimated to be spent on infrastructure in Asia alone. As it is in Asia and the Philippines, questions arise about how to raise these funds and who will pay. This then stirs interest in the relationship of national and local governments as regards how private sector financing can be used for urban infrastructure investments.
It is in this context that this study attempted to determine how policy structures allow policy synergy between local and national governments in private sector financing of urban infrastructure. Utilizing a combined coalition, policy windows and policy transfer framework, the study’s results conclude that structural elements of urban infrastructure investment in the Philippines exists. However, these policy structures do not directly result in an enabling environment for the national and local governments to work together. To augment this, initiatives on capacity development and linking to finance are being done by the national, local and exogenous actors such as coalitions, the academe and trans-local entities. As such, although current policy structures allow policy synergy between the local and national governments, it doesn’t facilitate private sector financing of urban infrastructure yet.
... However, there are very few resources that can provide comparative information about the philanthropic environment, taking into consideration the cross-national differences in the regulatory and policy contexts surrounding philanthropy. One challenge with studying conditions that influence philanthropy at the country level is that a complex array of economic, political, administrative, and socio-cultural factors together shape the environment for philanthropy (Brinkerhoff, 2004). This evolving environment creates challenges to develop an adequate construct to measure the enabling conditions within a country and across countries. ...
... We first used thematic analysis to analyze current literature on philanthropy around the world. This analysis served to unpack the enabling conditions into key economic, political, administrative, and socio-cultural features (Brinkerhoff, 2004) of society that show the way government and nonprofits interact to influence philanthropy, and lead to conclusions about the capacity of the 2015 IPF to measure all previously enabling conditions for philanthropic freedom. The review identified 75 studies published between 2000 and 2015 from 69 countries in six different regions in the world, including North America, Central & South America, Asia, Africa, Europe, and Australia. ...
1. Abstract (250 words maximum) Philanthropy exists across diverse global cultures, religions, and geography. The role that policies and institutions have on the philanthropic landscape across countries has received far less attention in the literature. In this paper, by using a newly developed index, the 2015 Index of Philanthropic Freedom (IPF), we examine the enabling environment for philanthropy and the factors that explain cross-national differences. We first develop the theoretical framework for studying the enabling environment for philanthropy. Second, we assess whether the 2015 IPF adequately measures the enabling conditions for philanthropy across countries. Third, we explore the relationship between the 2015 IPF and other established measures of political and economic freedom. Correlation analysis yielded higher levels of association between the IPF and indices measuring socio-political enabling conditions, and lower with indices assessing socioeconomic conditions. Furthermore, correlations between the IPF and socio-political conditions are stronger in countries with higher human development levels. By studying the enabling environment, the paper contributes to knowledge of how barriers and incentives to philanthropy across national contexts interact to create enabling conditions for philanthropy.
... In turn, Davies (2013), examining various conditions of access to government funds, indicates, inter alia, overly intricate institutional procedures, complicated regulations and excessive bureaucracy. Similarly, Brinkerhoff (2004) argues that the bureaucratic approach of public authorities is an important barrier to the activities of NGOs. The author suggests that reducing bureaucracy and eliminating unnecessary regulations may contribute to the sustainable development of non-governmental organizations. ...
Research background: The precarious employment in non-governmental organizations has not been the subject of thorough scientific considerations so far. Meanwhile, the dominance of flexible forms of employment in an organization evokes a sense of instability, insecurity and uncertainty among employees. It weakens the relationship between staff and the organization, which, by not providing employees with prospects for permanent employment, creates a threat to its own development. The COVID-19 pandemic is reinforcing these fears as the situation in the labour market continues to deteriorate. Purpose of the article: The purpose of this study is to identify the factors affecting NGOs employment of contract employees, as a key condition for crowding out precarious employment. Methods: Logistic regression analysis was conducted based on a national representative survey of 1500 Polish NGOs. Findings & value added: Its results indicate that NGOs are increasing the employment of contract staff in order to cope with the excessive bureaucracy of public administration. A stimulating impact on employment is also provided by difficulties in maintaining good staff and volunteers, as well as when there is no sense of security in running an organization. In turn, the lack of people ready to selflessly get involved in an organization's activities, as well as difficulties in accessing premises appropriate to NGOs both reduce the desire among staff to be employed full-time. The monitoring of precarious employment (PE) in NGOs is of key importance in the shaping and effectiveness of national policies aimed at improving the living standards of society as a whole. NGOs are an important element, as they fill the gaps remaining in the implementation of such policies. In the long term, improving the quality of full-time employment in such entities by reducing the barriers to their activity will increase their potential for fulfilling their social mission. To date, such barriers and their relation to employment have not been considered in research literature. However, a considerable proportion of employees in the Polish NGO sector may join the ranks of those excluded from employment and deprived of income due to the crisis on the job market caused by the COVID-19 pandemic. This article contributes to the existing literature and practice by identifying the influence of wide spectrum of barriers of NGOs activity on permanent employment.
... This includes a national dialogue of different stakeholders representing various private as well as public interests. Participatory approaches can engage private actors, public agencies, NGOs and grassroots organizations at all levels of environmental policy-making (Brinkerhoff 2004). The moves towards decentralized and self-organized electricity generation and smart grids may challenge the power structures of large-scale energy producers, e.g. when residents install solar systems in their homes or citizen-driven cooperatives install their own wind power stations. ...
A sustainability transition requires innovations, investment and learning to support transformation processes in different fields, including new technologies, products and infrastructures, as well as new social rules, norms and interactions. Greening the economy rests on the rapid and effective dissemination of climate-friendly technologies, and in particular of renewable and efficient energy systems. Substantial financial support and smart governance are required in this process in order to develop the economic, sociopolitical and technological capacities of all countries. Within this progression, the international diffusion of know-how, technologies and investments requires enabling environments to build up local production capacities and demand for low-carbon goods. Further, business, governmental and non-governmental actors rely on social learning to establish cooperation at multiple levels in order to adapt technologies to local contexts within national and global frameworks and to support the transformation towards low-carbon societies. Various mechanisms are analysed and discussed.
... Often, a favorable policy environment, including the requisite political support, needs to be created, especially for interventions that have a redistributive component, as do many poverty-reduction projects (e.g., Brinkerhoff, 2007;Desai, 2007). Country governments may tolerate small pilot projects, but if scaled-up versions challenge existing policies and vested interests, NGOs may face opposition. ...
... An enabling environment has been described, broadly, as "a set of interrelated conditions -such as legal, bureaucratic, fiscal, informational, political, and cultural -that impact on the capacity of … development actors to engage in development processes in a sustained and effective manner". 25 While government is the main actor in creating the right conditions, given their key role in mandating, facilitating, resourcing and partnering in the implementation of eHealth projects, 26 they are not the only ones with a role to play. The NGO, private and civil society sectors are also influential. ...
Background: In many low-and middle-income countries (LMICs), health system challenges relating to weak governance, health workforce shortages, and geographic and economic barriers to care impede effective delivery of health services to those in need. The rapid development of information and communication technologies over the last few decades offers the potential for addressing some of these challenges with innovative solutions, especially if offered at scale. This review reflects on the features of larger and more established eHealth interventions that may contribute to their utilization, scale-up and sustainability and, ultimately, to improved health outcomes. Methods: Eight researchers conducted a literature review of eHealth innovations in LMICs of Asia and Africa. Peer-reviewed literature published between March 2010 and March 2015 was considered for inclusion in the review. Major online databases searched included Medline (via PubMed) and Web of Science. Some minor databases were also accessed. Articles addressing eHealth innovations were selected based on the following criteria: interventions located in LMICs of Asia and Africa; interventions of more than 1 year in duration; and interventions that cover at least one district or province of a country. Selected articles were analyzed and compared using a framework approach. Results: Based on specified inclusion and exclusion criteria, 14 peer-reviewed articles (eight intervention studies, six reviews) were identified that reported on eHealth innovations. Six key dimensions were identified as influential for the successful implementation, utilization and scale-up of an eHealth innovation. eHealth projects need to: be designed in response to identified health needs and priorities; be supported by an enabling environment; ensure IT systems integration; establish effective partnership between stakeholders; ensure implementation requirements are met; and preempt and address issues related to end users' abilities to access, trust, accept, and utilize an eHealth product. Conclusion: Consideration of the features identified in this review may be useful to health policy makers, program implementers, and innovators involved in the planning, design, and implementation of effective eHealth innovations intended to address large-scale population health needs in resource-constrained settings.
... As a result, there are varying degrees of inclusivity of factors in the definition of the enabling environment as different actors work to put boundaries on the concept. According to Brinkerhoff ( [44], p. 3) "...definitions of the enabling environment are numerous, and range from all-encompassing to narrow." This range can be seen in the definitions of the enabling environment used in different fields. ...
The terms sustainability, scaling up, and enabling environment are inconsistently used in implementing water supply projects. To clarify these terms we develop a framework based on Normalization Process Theory, and apply the framework to a hypothetical water supply project in schools. The resulting framework provides guidance on how these terms could be implemented and analyzed in water supply projects. We conclude that effective use of the terms sustainability, scaling up, and enabling environment would focus on purpose, process, and perspective. This is the first known attempt to analyze the implementation of the three terms together in the context of water supply services.
Energy retrofitting in condominiums involves collective decision making, the complexity of which is believed to be one of the main barriers to retrofitting projects. A strong heterogeneity among the occupants in terms of age, education, income, or occupancy status, as well as varying interests and perceptions, can make it difficult to gather people around and agree on a common project. In this paper, we present the results of two in depth case studies about condominium renovation projects that took place in Grenoble (France) and Brussels (Belgium). Those in-depth case studies investigate the elements that are needed to create an enabling environment stimulating the acceleration of energy retrofitting of condominiums, and took place within the Interreg NWE “ACE Retrofitting” project. The enabling environment surrounding a successful retrofit is shown in these case studies to be more than just providing process facilitation or a financing scheme. It takes time to put an enabling environment in place. For different locations across Europe, different enabling environments are needed. Clearly, this requires giving more attention to condominiums at the local, regional, national and European levels. Among other crucial element to look for, social acceptance is at the heart of decision-making in retrofitting projects. This study concludes with propositions and policy recommendations, at the different levels of the social-ecological model.
The 1994 democratic rule and Constitution of 1996 shaped the way in which service delivery would be transformed in South Africa. This was done by developing new structures and policies that would ultimately attempt to create equity and fairness in the provision of services within the municipal sphere to all residents. This article analyses the perceptions of business owners regarding the creation of an enabling environment and service delivery within one of the best performing municipalities in Gauteng: the Midvaal Local Municipal area. A total of 50 business owners were interviewed by means of a quantitative questionnaire. Data were statistically analyzed by using descriptive data as well as a chi-square cross-tabulation. The results revealed that the general perception of
service delivery is above acceptable levels. However, in some categories, the business owners were less satisfied regarding land use and zoning process and regulations. Overall, the business owners felt that the local government was creating an enabling environment for business to prosper. No significant statistical difference was found regarding perceptions of service delivery and the enabling environment, between small and large businesses in the study area. This type of analysis provides the foundation for improved service delivery and policy development and allows for future comparative analysis research into local government. The research has also placed the relationship between good governance, service delivery and the creation of an enabling environment in the spotlight.
There exists a current paradox of philanthropy and the state in China: a stronger social sector accompanied with growth in philanthropy is desired, but such strength and growth must also contend with the state’s own policy agenda and desire to limit aspects of advocacy and civil society typically associated with the third sector. This special volume seeks to explore these state-society dynamics, in terms of the environment for philanthropy and the behaviors of philanthropic actors within this environment. The purpose of our article is multifold. The first is to provide the intellectual and empirical contexts in which our collective research is situated. We do so by providing analyzing the state of the existing research and the broad contours of philanthropic activity in China. The second is to situate our initiative within the development of China’s own complex philanthropic studies and philanthropic community. The third is to introduce the scholarship that composes this special volume and its collective contribution. We then provide original data and analysis about corporate philanthropic activity and foundations in China that complements the work of our collaborators. Finally, we consider the implications of the special volume for our broader understanding of philanthropy and suggest potential avenues of a future research agenda.
This ECOPAS review report provides an overview of gender inequality in the Pacific, a policy and legal overview of existing international and regional conventions. We describe the EU policy framework in detail, and provide a handbook on the process and opportunities for gender mainstreaming. This overview gives precedence to views from the Pacific region, and engages with, and responds to, calls made by the ACP and PIF. We also consider their international partner programmes in this area in order to identify an 'EU niche' through proposals for policy options and alternative pathways for future EU programming.
This paper constructs and estimates an index called Grassroots Focus Index (GFI), which measures grassroots’ perception of impact of development programs. GFI measures the extent to which African governments and their development partners prioritize the grassroots in policy-making, policy implementation and performance monitoring. The GFI is constructed using a combination of both primary and secondary data, derived from rapid appraisal survey conducted in six communities in three pilot countries used for the exercise, Cameroon, Nigeria and South Africa, and that obtained from government official publications. The results of the index show that on the whole Nigeria appears to perform better than the other two pilot countries, with an overall index of 53.4 compared with 48.1 and 48.5 for Cameroon and the Republic of South Africa respectively. This ranking differs from a-priori expectations on what the ranking should be – a reverse order – as most other development indices would ordinarily suggest.
Aus Erfahrung wissen wir, dass Planungen mit Fehlern behaftet sind und viele Entwicklungspläne wegen ihrer offensichtlichen Realitätsferne bereits während der Umsetzung mit Fug und Recht ignoriert werden.
Researchers have long raised questions regarding the way capacity development is practiced. At the same time, they agree on the need to understand how capacity development takes place before rushing to establish capacity development programs. Many researchers have pointed to the need for understanding the demand side of capacity development, including the need to understand the context, the enabling environment, political will, local governance, and the engagement of civil society organizations. Based on the literature review, a new and holistic conceptual model is presented in this chapter. The Perception Driven Joint Learning Approach (PeDJoLA) model pulls together government’s and community’s interventions within an environment and disaster risk landscape. Donors and different levels of governments work in a top-down manner, which is matched by bottom-up actions of a community. However, only their combined and integrated efforts can lead to effective capacity development. The chapter starts by providing a brief overview of existing capacity development models and why they provide only a piecemeal understanding of the capacity development process. PeDJoLA is presented with detailed description of its components.
What can be done to break the capability trap? Two radically different approaches will be discussed in this chapter. First, an internal and community centric approach driven by innovative ways of financing and no or little reliance on donor funding. Second, based on changes in structural design, monitoring, and implementation of donor or top-down aid. In both the approaches, communities need to be at the center of capacity development efforts. Many country governments are now realizing this and are focusing their efforts on involving communities earlier on in their disaster risk management programs. At the same time, local government agencies such as municipalities and development authorities need to be empowered to lead the disaster risk management agenda. Higher level governments and/or donors can facilitate this change by providing technical, financial, and decision-making power to lower levels of governments. The critical roles of local government officers and community leaders—the change agents—need to be supported by rewarding them for their innovative practices and dedication. The chapter starts by discussing the implications of the Gujarat study on literature and practice. A review of international cases is presented to understand how disaster risk management system has evolved across countries. This is followed by a set of recommendations for practitioners and researchers.
The practice of capacity development is considered a “silver bullet” or a “cure all” by development scholars and practitioners. The concept, however, falls short of achieving any meaningful changes on the ground. In practice, the concept is applied without understanding how actual capacity building takes place, how institutions evolve, and how to define development in the first place. It is thus no surprise that the concept is now becoming associated with quite the opposite of what it intends to do. The scholars are now referring to a “capability trap” and further hollowing of capacity as the concept is applied in a rushed, top-down, and supply-driven manner. Though capacity building has different meanings to different groups, scholars and practitioners have developed variables and indicators to describe different aspects of capacity building. The literature suggests that there is no systematic framework to help scholars and practitioners understand and measure sustainable capacity development. This chapter provides a brief overview of the current literature and debates on capacity building within the larger landscape of international development practice. The chapter is divided into three main parts: (i) definitions and historical evolution of the capacity development concept, (ii) main research areas, and (iii) gaps in the current research.
Definitions of the concept of enabling environment are numerous, and range from all-encompassing to narrow ones. This chapter intends to highlight the current understandings of how an enabling environment works with and through Disaster Risk Reduction (DRR) and to pinpoint its components. To this aim, a deductive approach seems to be the most appropriate: the focus on the general concept will be followed by the analysis of specific applications to the DRR case. An enabling environment for DRR entails the action and participation of different actors. A brief review of the existing literature on the topic helps identify the actors most involved in its implementation and define their specific role in the enabling environment formation process. DRR activities serve both to build resilience to hazards and to ensure that development efforts do not increase vulnerability to those hazards. The achievement of such objectives is also linked to a legal follow-up at the international and national level. This chapter intends to identify the international legal basis of the concept and questions whether establishing an enabling environment for DRR is an international obligation.
International Disaster Response Law has developed significantly in the last decades, as clearly proven by the increasing number of relevant treaties which have been signed and ratified worldwide. The codification of various aspects related to disaster prevention, management, and post-disaster recovery did happen in a pretty short time, very often just as a reaction to new typologies of disasters, sometimes in a confused and unco-ordinated manner, very often causing significant overlapping and contradictions. A closer investigation of the various legal texts makes evident that there are significant differences in the terminology used, discrepancies and inconsistencies between the various treaties and among the various treaty levels (bilateral, regional, universal), different stages of development of the rules regulating international co-operation in disaster prevention and management (very sophisticated and comprehensive rules in Latin America, less detailed legal regulation in the African continent), ongoing confusion and uncertainty about the borders between soft law and positive law (in disaster prevention and management soft law has a proven record of great influence and importance in orienting the behavior of international actors). The need for a better synchronization and co-ordination of the codification activities is inevitably and dramatically emerging. The author focuses the attention on how current international instruments are directly or indirectly addressing disaster prevention, management, and recovery response. He describes what the legal picture looks like at universal and at regional level and finally addresses existing problems in terms of co-ordination of legal instruments adopted at various levels (bilateral, regional, and universal).
National Budget is actually signposts and directions to the vision of the government and therefore, it is necessary to analyze the annual budget along with its figures to manage implementation and looks at what is being done to deliver existing obligations. The present study is an endeavor to analyze the national budget of Bangladesh highlighting
its excellences, constraints, future implications, challenges of the governments in implementation. This article also provides some policy recommendations at the end to help successful implementation and achievement of maximum benefits from the scares resources.
Executive Summary
The CCC Creative Center has been surveying the state and dynamics of the Ukrainian civil society organizations since 2002. The purpose of this study was to determine the level of development of the Ukrai- nian CSOs. The study had the following objectives: 1) to define the capacity of CSOs; 2) to review external communication the organiza- tions had including interaction with public authorities, mass media, communities and other CSOs; 3) to review the overall programme activities of the organizations; 4) to evaluate the advocacy capacity of the organizations; 5) to identify the CSOs’ legitimacy; 6) to assess CSOs’ engagement in networks/coalitions; 7) to follow the dynamics/ progress of the CSOs over the last ten years (2002-2011) in the above- mentioned areas and specify development trends observed.
During 2002-2011 the number of survey participants varied between 560 and 637 Ukrainian NGOs. The majority of 637 respondents (58%) surveyed in 2012 had participated in the survey at least once dur- ing previous years. The respondents have an equal representation of administrative-territorial units of Ukraine, in particular, 24 oblasts, the Autonomous Republic of Crimea and the city of Kyiv. The ma- jority of people surveyed during 2002-2011 (72%) were registered in the period of 2000-2004 or after 2005. The following trend has been observed in the division of registration types over the course of the last years: the majority of polled organizations (88%) are registered as non-governmental organizations and only 12% of organizations are registered as charitable foundations. Over the last ten years the most popular areas among the Ukrainian CSOs have included children and youth, human rights, civic education and social issues. The principle ac- tivities such as advocacy and lobbying, trainings and consultations and information sharing have remained unchanged. The main customers of CSOs have not changed either; they are youth, children and mem- bers of the organizations, general public and CSOs. Over the course of the study a remarkable increase of NGOs that have their own website has been observed. For instance, in 2011 41% of polled organizations commented that they had their own Internet-resource and back in 2002 only 12% of CSOs had it available.
Organizational capacity or internal capacity “to exist”. The avail- ability of a mission statement in a written form remains strong in the organizations in 2011. However, it is much lower when compared to the previous years’ findings (79% in 2011 and 89% back in 2002). The main reasons for creating an organization also remain the same, in particular, to have a possibility to influence the society development and a desire to help other people. Over the course of the last ten years the number of CSOs that had a strategic plan has decreased, in particular

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it was 75% back in 2002 and only 54% in 2011. The large number of organizations has strategic plans developed for three, more years or just one year. There is a growing trend toward fewer CSOs that have permanent staff; in particular, there were 64% of organizations back in 2002 and 45% of organizations in 2011. In 2011 an average Ukrai- nian organization had 4 regular employees (6 regular employees working in a charitable foundation and 3 regular employees in a civil society organization). In 2006 the CSOs employed 6 regular people on average. It should be noted that the number of organizations that worked with volunteers has decreased over the last ten years, in par- ticular, from 78% back in 2002 to 69% in 2011. The Ukrainian or- ganizations have started to involve students and service beneficiaries more actively in volunteering. The majority of CSOs have necessary material resources to ensure smooth operations. The number of or- ganizations that had computer equipment, access to the Internet, fax, telephone, copying machine and rented office facilities noticeably in- creased between 2002 and 2011. However, the number of CSOs that had received office facilities free of charge decreased.
The sources of funding have not changed. The Ukrainian organiza- tions mostly receive finance from international donor organizations and charitable contributions from business and people. Between 2002 and 2011 the number of organizations that received funding from the below listed sources decreased as follows: international donors (from 69% in 2002 to 56% in 2011), own economic activities (from 30% back in 2002 to 09% in 2011), grants provided by the local or- ganizations (from 22% in 2002 to 13% in 2011), support from the public budget (from 36% in 2002 to 21% in 2011). But the number of organizations that generated funding thanks to membership dues and charitable contributions has increased from 28% in 2002 to 33% in 2011 and from 22% in 2002 to 38% in 2011 respectively. For the last ten years there has been a trend toward a decrease of charitable contributions from business in the CSO’s budget, in particular, from 20% in 2002 to 13% in 2011 and an increase of grants’ share provided by the international organizations, in particular, from 35% in 2002 to 45% in 2011. At the same time the percentage of CSOs that have a fundraising plan has dropped from 38% back in 2003 to 32% in 2011.
External relations or capacity of an organization to coexist. There is a trend toward a decrease of cooperation between various CSOs in the period of 2003-2011. The most popular types of cooperation include service delivery, partnership projects and consultations. The majority of CSOs still perceives business as a funding source solely. However, in the period of 2002-2011 there was a continuous upward trend in growth of CSOs that cooperated with business and had part- ner relations with business, in particular from 37% in 2007 to 54% in 2011. When compared to 2002 more CSOs have started to share in-
formation via own websites or websites of other CSOs. This trend can be linked to an increased number of organizations that have their own website. CSOs have regular interaction with public authorities and for the most part both parties are interested in cooperation (58% in 2011). If compared to previous years in 2011 public authorities were less reluctant to cooperate with CSOs as supported by the comments of fewer respondents who mentioned unwillingness of public authori- ties to cooperate with the CSOs (from 47% back in 2007 to 41% in 2011). Half of polled organizations believe that CSOs and public au- thorities have common goals but different ways of achieving them, in other words their activities complement each other. Each fourth polled person thinks that CSOs and public authorities clash, only 16% of CSOs comment that CSOs and public authorities have common goals and ways of achieving them (in other words, they coordinate their actions) and fewer respondents (in particular by 4% thus mak- ing it 12%) think that CSOs and public authorities have different goals but same ways of achieving them (in other words, public authorities use CSOs to pursue their own ends).
Programme activities. The number of completed projects has not drastically changed over the course of ten years. Around 19% of or- ganizations carried out more than 5 projects between 2002 and 2011, 17% of CSOs implemented 4-5 projects in 2002 and 20% of CSOs in 2011, 53% of respondents completed 1-3 projects in 2002 and 54% of respondents in 2011. For the last ten years CSOs have increased their awareness about the importance of transparent financial manage- ment. However, there is a downward trend when it comes to number of organizations that have had an audit (from 52% in 2009 to 23% in 2011). The number of organizations that conduct needs assessment of their target groups increased between 2002 and 2011 (from 89% in 2002 to 93% in 2011). The number of CSOs that evaluate their projects and programmes decreased between 2002 and 2011, in par- ticular, from 85% in 2002 to 70% in 2011. There is a strong trend to- ward an increase of CSOs that prepare annual reports about their activities, in particular, from 37% in 2002 to 54% in 2011.
In addition to the internal, external and programme review of CSOs the CCC looks at four indexes of organizational activities. The find- ings of these index assessments are listed below.
Ukrainian CSOs Capacity Building Index. The average score of the capacity building index in 2011 (0.57 out of 1 respectively) demon- strates that the overall capacity of Ukrainian CSOs is at the average level and in general CSOs have management standards in place. By and large the non-governmental organizations have good gover- nance/management procedures as well as fundraising routines. But one can mention that the governing bodies are not the most effec- tive one, the strategic management procedures have to be improved,
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the staff is engaged in decision making but not on a regular basis, fun- draising is for the most part sporadic. In the period of 2002-2011 the index varied between 0.58 in 2002 and 0.53 in 2007 and 0.57 in 2011. This is an indication of a slight decrease in the level of organizational capacity building among the Ukrainian CSOs.
Ukrainian CSOs Advocacy Index. The advocacy index of the Ukrai- nian CSOs is above average and it amounts to 3.37 in 2011 (with 5 being the maximum score). This index has significantly increased be- tween 2002 and 2011, in particular, it has grown from 2.28 in 2001 to 3.37 in 2011. Advocacy is one of the most popular areas the Ukrainian CSOs are active in. The weakest side of the index is the definition and protection of the developed stand, whereas the strongest side is the collection of information and preparation of the agenda/development of issues in focus of an advocacy campaign.
Ukrainian CSOs Participation in Coalitions and Networks Index.
The participation in coalitions and networks index of the Ukrainian CSOs is below average and it amounted to 0.40 in 2011 (with 1 be- ing the maximum score). This index has significantly decreased when compared to the past years’ indicators, in particular, it was 0.71 in 2009 and 0.40 in 2011. It can be explained by the decreased level of cooperation between various CSOs. The majority of polled organiza- tions are members of two coalitions. Information sharing, joint activi- ties, meetings and consultations are the most popular types of coop- eration.
Ukrainian CSOs Legitimacy Index. The legitimacy index of the Ukrainian CSOs is above average and it amounted to 0.58 in 2011 (with 1 being the maximum score). This index is not stable and it varies depending on the year, in particular, it was 0.67 in 2009 and 0.58 in 2011. The findings of the study have demonstrated that the majority of polled CSOs have at least one representative of the organi- zations’ target group in the collective body. The majority of organiza- tions conducts needs assessments among their target groups, perform evaluations of their projects and programmes and have mechanisms to ensure feedback of their clients. The engagement of organizations’ customers in programme activities has remained the weakest part of the index throughout the years.
The aim of this article is to analyze critically the implications of Malawi’s changing nature of politics on civil society organizations (CSOs). The article seeks to clarify whether or not the social, political and economic engagement of civil society organizations has contributed to a strengthened relationship between Malawi’ government and its own development agenda, given the CSOs’ dependence on ‘Northern’ aid agencies and/or international NGOs. The article argues that while the change from dictatorial regimes to a multiparty political system has enhanced civil society participation in Malawi’s social, economic and political issues, the CSO–government relationship is still fraught with suspicion and mistrust.
This article examines capacity development for collective action and institutional change through the implementation of Corporate
Social Responsibility (CSR) initiatives. We integrate Hargrave and Van de Ven’s (2006, Academy of Management Review
31(4), 864–888) Collective Action Model with capacity development literature to develop a framework that can be used to clarify
the nature of CSR involvement in capacity development, help identify alternative CSR response options, consider expected impacts
of these options on stakeholders, and highlight trade-offs across alternative CSR investments. Our framework encompasses CSR
program investments in the capacities of individuals, organizations, and collaborations, as also their impact on the larger
enabling environment. We then use this framework to provide descriptive evidence of two implementations: (1) The PhD Project, whose mission is to increase the diversity of corporate America by increasing the diversity of business school faculty,
and (2) Involve, the community involvement program at KPMG, one of the Big Four Accounting firms. We discuss implications of our framework
for managerial practice and future research.
In the 1980s development assistance shifted largely from financing investments (such as roads and dams) to promoting policy reform. This change came because of a growing awareness that developing countries were held back more by poor policies than by a lack of finance for investment. After nearly 20 years'experience with policy-based or conditional lending, there have now been many studies of adjustment lending, most of which take a case-study approach. Many conclude that policy-based lending works if countries have decided on their own to reform. The authors examine a database of 220World Bank-supported reform programs to identify why adjustment programs succeed or fail. They find that a few political economy variables can successfully predict the outcome of an adjustment loan 75 percent of the time. Variables under the World Bank's control -- resources devoted to preparation and supervision or number of conditions -- have no relationship with an adjustment program's success or failure. What development agencies must do, then, is select promising candidates for adjustment support. When the candidates is a poor selection, devoting more administrative resources or imposing more conditions will not increase the likelihood of successful reform. To improve its success rate with adjustment lending, the World Bank must become more selective and do a better job of understanding which environments are promising for reform and which are not. That is likely to lead to fewer adjustment loans, unless there is a significant change in the number of promising reformers. To become more effective at supporting policy reform, the agency must be willing to accept that this may lead to smaller volumes of lending.
This article presents a generic framework for understanding institutional sustainability in development. Its lessons draw from the agriculture and health sectors. The framework treats institutions as: (a) systems that function in relationship to their environments; (b) organized and managed entities whose organizational structures and procedures must match the tasks, products, people, resources, and contexts they deal with; and (c) settings intimately concerned with the exchange of resources where economic and political relationships intertwine to create varying patterns of power and incentive. Application of the analytic framework has shown that institutional sustainability depends upon maintaining: responsive output flows (high quality and valued goods and services); cost-effective goods and services delivery mechanisms (organization and management); and resource flows (recurrent costs, capital investments, human resources).