Managing digital coordination of design: emerging hybrid practices in an institutionalized project setting

What happens when digital coordination practices are introduced into the institutionalized setting of an engineering project? This question is addressed through an interpretive study that examines how a shared digital model becomes used in the late design stages of a major station refurbishment project. The paper contributes by mobilizing the idea of ‘hybrid practices’ to understand the diverse patterns of activity that emerge to manage digital coordination of design. It articulates how engineering and architecture professions develop different relationships with the shared model; the design team negotiates paper-based practices across organizational boundaries; and diverse practitioners probe the potential and limitations of the digital infrastructure. While different software packages and tools have become linked together into an integrated digital infrastructure, these emerging hybrid practices contrast with the interactions anticipated in practice and policy guidance and presenting new opportunities and challenges for managing project delivery. The study has implications for researchers working in the growing field of empirical work on engineering project organizations as it shows the importance of considering, and suggests new ways to theorise, the introduction of digital coordination practices into these institutionalized settings

The G-20 and International Economic Cooperation: Background and Implications for Congress

[Excerpt] This report analyzes why countries coordinate economic policies and the historical origins of the G-20; how the G-20 operates; major highlights from previous G-20 summits, plus an overview of the agenda for the next G-20 summit; and debates about the effectiveness of the G-20 as a forum for economic cooperation and coordination

Regulating nanotechnologies: risk, uncertainty and the global governance gap

This article builds on research for a two-year project on nanotechnology regulation in the US and Europe (2008–09), which was funded by the European Commission. We are grateful to our collaborators in this project, at the London School of Economics, Chatham House, Environmental Law Institute and Project on Emerging Nanotechnologies, and especially Linda Breggin, Jay Pendergrass and Read Porter. We also received helpful suggestions from three anonymous reviewers and would like to thank them for their advice. Any remaining errors are our own. Nanosciences and nanotechnologies are set to transform the global industrial landscape, but the debate on how to regulate environmental, health and safety risks is lagging behind technological innovation. Current regulatory efforts are primarily focused on the national and regional level, while the international dimensions of nanotechnology governance are still poorly understood and rarely feature on the international agenda. However, with the ongoing globalization of nanosciences and the rapid expansion of international trade in nanomaterials, demand for international coordination and harmonization of regulatory approaches is set to increase. Yet, uncertainty about nanotechnology risk poses a profound dilemma for regulators and policy-makers. Uncertainty both creates demand for and stands in the way of greater international cooperation and harmonization of regulatory approaches. This article reviews the emerging debate on nanotechnology risk and regulatory approaches, investigates the current state of international cooperation and outlines the critical contribution that a global governance approach can make to the safe development of nanotechnologie

Strategy for Engagement with Foundations

The strategy for engagement with philanthropic foundations was adopted by UNDP senior management in July 2012. This strategy aims to reposition and strengthen UNDP's work with foundations vis a vis the new developments in the philanthropic sector and embrace the new partnering opportunities. It focuses on the strategic collaboration for finding common solutions to development, with an emphasis on mainstreaming sustainable human development. It outlines new collaboration models where foundations as valuable partners are positioned as development partners rather than donors and offers space for working together in policy discussions, advocacy and problem analysis

Emerging Non-state Actors in Global Development: Challenges for Europe

As part of the broader research programme on how 'new actors in international development' might influence European development cooperation in the coming decade, this paper provides an overview of the engagement of three types of non-state development actors: private foundations, corporate philanthropies, and global vertical programmes. In discussing financial commitments, funding priorities, and implementation approaches of these actors, the paper identifies key issues for European donors to consider in developing a response to their growing presence in the development landscape

Development Partner Group-Health Retreat

Following the publication of the draft Tanzanian Joint Assistance Strategy (JAS) in July 2005 which outlined a medium-term framework for enhancing aid effectiveness through the rationalisation and alignment of development partner approaches, a series of consultations on this draft strategy took place both within government agencies and among Development Partners. The Development Partner Group in Health (DPG-H) took this opportunity to hold a two-day workshop in late September with the first day devoted to discussing the implications of the JAS for Development Partners, Ministry of Health and President's Office Regional Administration and Local Government. The second day was used as a time to internally reflect on the present functioning of the DPG-H Group, identifying ways of enhancing the work of the group in response to the changing environment. Discussions on the first day of the Retreat were structured around the five key elements of the JAS, i.e., Sector Dialogue, Aid Modalities, TA and Capacity Building, Division of Labour and Monitoring & Evaluation. Presentations were made by Development Partners with input/comments and clarification given by the Ministry of Health, President's Office Regional Administration and Local Government; and Ministry of Finance. Group work was undertaken in the afternoon to further address pertinent issues that were raised from the plenary discussions in the morning session. This resulted in a number of recommendations that included the following: supporting an effective division of labour; harmonising support with government plans and priorities irrespective of the funding modality; complementarity and coordination enhanced between the various aid modalities; basket funding to continue as a transition towards General Budget Support (GBS); demand driven technical assistance; and over time developing an agreed competency/profile skills mix of health development partners. The second day was an opportunity for members of the DPG-H to come together and reflect on the work of the group - where it had come from, the current functioning of the group (strengths/challenges) and looking forward. A number of presentations were made that covered the background of the group; the history of the Sector Wide Approach (SWAp) and the role of development partners; the sector dialogue structures, the expectations and challenges with respect to communication; strengthening the ways of working as a group and the development of an activity plan for prioritising activities. During the plenary sessions a number of recommendations were agreed that included better structuring of the DPG-H meetings; regularity of meetings (once month but more frequently when required); enhancing the coherency and linkages with the overall Development Partner Group; developing and agreeing a work plan and communication strategy; re-visiting the division of labour in terms of roles and responsibilities; putting in place a fully staffed DPG-H Secretariat and organising a troika chairing structure for the group. Moreover, a number of critical suggestions and recommendations were made for further strengthening sector dialogue that centred around revising the structure of the SWAp. As they had implications beyond the mandate of the DPG-H, it was concluded that this would require further discussions, elaboration and agreement by the Ministry of Health/PORALG.\u