An assessment of Multilevel Governance in Cohesion Policy, 2007-2013

This study offers a thorough overview of Multi-Level Governance in Cohesion Policy in the current programming period of 2007-2013 by examining the evolution of the concept in terms of its definition and conceptual framework, analysing the current processes of implementing Multi-Level Governance in the EU27, as well as describing the advantages and disadvantages of partnerships in policy-making. Moreover, the study aims to formulate strategic and operational recommendations in the context of the preparation of the 2014- 2020 programming perio

Sector Wide Approaches to Education - A Strategic Analysis

Teaching/Communication/Extension/Profession,

Status Report on the Application of Integrated Approaches to Water Resources Management 2012

UN-Water produced a status report regarding the progress of water resources management in several countries as well as possible outcomes and impacts of integrated approaches. It is also based on a 2011 UN-Water survey sent to the governments of all UN member states and a series of complementary interviews in 30 representative countries

The 2007-13 operational programmes: a preliminary assessment: Spring – Autumn 2005

A preliminary assessment of the 2007-13 operational programmes on EU cohesion policy

Building Organisational Capability: Your Future, Your Business

Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability. This paper proposes a Model of Organisational Capability based on three domains – the Strategic Intent, Organisational Structures and Individual Knowledge. The Model explores how systems and processes can be aligned to maximize organisational capability. The model can be used by researchers to examine the forces that build organisational capability in organisations, and determine critical success factors. Practitioners wishing to maximize their organisational capability can draw on the Model and suggested steps, to assist them to explore the organisational capability agenda for their busines

Need to Know Review Number two: What Local Government Needs to Know about Public Health

This review of existing research on local government and public health focuses on the leadership role of local government in developing local public health systems that are capable of addressing the wider determinants of health

IT in construction: aligning IT and business strategies

The extent to which information technology (IT) infrastructures and strategies are aligned with business processes and strategies varies widely along firms. The objective of this paper is to explain the success or failure of IT in construction firms by focusing on the alignment (or lack of it) between business strategy, IT strategy, organizational infrastructure, and IT infrastructure. It is hypothesized that the ‘fit’ among these elements, the domains of the Strategic Alignment Model, is positively related to the Business Value of IT in Construction. The IT Business Value is evaluated in terms of efficiency, effectiveness and business performance. By applying the Strategic Alignment Model to the Dutch construction industry, it is shown that the inadequate alignment between these domains is a major reason for the modest added business value from IT investments in this industry. The first lack of alignment is the technology shortfall: hence IT contributes in an inadequate way to strategic processes of construction firms. The second lack of alignment is the strategy-shortfall: hence the firm strategy impedes the implementation of IT that could generate a high business value

Developing a culture of evaluation and research

Increasingly, organisations are expected to demonstrate, and document, the differences their services are making for children, families and communities (McCoy, Rose, & Connolly, 2013; 2014). Evaluation and research helps to respond to this demand. Evidence gained through these activities helps to identify whether programs have achieved what was intended and enables organisations to be transparent and accountable. To develop effective evaluation and research functions, organisations needs a strong culture of evaluation and research; a culture in which evidence is deliberately sought in order to better implement and deliver programs. Without such a culture any efforts to build effective evaluation and research activities will be undermined (Mayne, 2010). This paper is a guide to developing a culture of evaluation and research. It reviews what an evaluation and research culture is, and explores the actions that can be taken to develop and sustain a culture of evaluation and research

View from the Top: How Corporate Boards Can Engage on Sustainability Performance

Corporate boards are responsible for overseeing the interests of shareholders in the long term and have a critical role to play in championing sustainability across the enterprise. Over the years, Wall Street research, academic papers, corporate reports and trends from major investors have all underscored the same message: Companies that adopt sustainable practices deliver superior financial results and can face the future with more resilience.Based on interviews conducted with dozens of corporate directors, senior corporate leaders and governance experts, this Ceres report identifies key strategies for effective board engagement that can produce tangible environmental and social impacts. Specifically, the report recommends two inter-related approaches for weaving sustainability more deeply across board functions:Integrating sustainability into board governance systems, andIntegrating sustainability into board actions.By combining robust systems and meaningful actions, boards will have a far better chance of encouraging substantive performance improvements