The Shrinking Space for Civil Society : Philanthropic Perspectives From Across the Globe

The shrinking space for civil society and reported violations to fundamental and democratic rights are a global phenomenon. Foundations and other philanthropic organisations have reported problematic laws in Algeria, China, Columbia, Egypt, Ethiopia, India, Russia, Syria and Zimbabwe, just to name a few. And EU countries are hardly immune. Of serious concern have been ongoing challenges to civic rights in Hungary, UK surveillance programmes, anti-protest laws in Spain, counterterrorism measures in France, and attacks in Poland on the freedom of public media and the independence of the judiciary. In this publication, a group of European Foundation Centre members working across the globe share their thoughts on and experience of the shrinking space for civil society. This publication signals the EFC's ambition to scan the landscape on developments important to its members in an effort to contribute intelligence and capture the experience of foundations to make sense of the increasingly complex and interconnected world in which we all live. The insights from foundations and other philanthropic organisations on this issue are particularly valuable as these organisations, due to their funding practice and policy work, are often ahead of the curve in terms of what's happening on the ground

Using the framework of corporate culture in "mergers" to support the development of a cultural basis for integrative medicine - guidance for building an integrative medicine department or service

Background: An increasing number of clinics offer complementary or integrative medicine services; however, clear guidance about how complementary medicine could be successfully and efficiently integrated into conventional health care settings is still lacking. Combining conventional and complementary medicine into integrative medicine can be regarded as a kind of merger. In a merger, two or more organizations - usually companies - are combined into one in order to strengthen the companies financially and strategically. The corporate culture of both merger partners has an important influence on the integration. Purpose: The aim of this project was to transfer the concept of corporate culture in mergers to the merging of two medical systems. Methods: A two-step approach (literature analyses and expert consensus procedure) was used to develop practical guidance for the development of a cultural basis for integrative medicine, based on the framework of corporate culture in “mergers,” which could be used to build an integrative medicine department or integrative medicine service. Results: Results include recommendations for general strategic dimensions (definition of the medical model, motivation for integration, clarification of the available resources, development of the integration team, and development of a communication strategy), and recommendations to overcome cultural differences (the clinic environment, the professional language, the professional image, and the implementation of evidence-based medicine). Conclusion: The framework of mergers in corporate culture provides an understanding of the difficulties involved in integrative medicine projects. The specific recommendations provide a good basis for more efficient implementation