The COVID-19 global pandemic has raised once more the spectre of world governance, demonstrating in one fell swoop, the intricate entanglement of nation-states and the challenges they face when confronted with a global threat. The pandemic has produced an array of problems, from the deaths of millions, the desecration of health care systems all over the world, to the disruption of the economic and social lives of most of the worlds citizens and the emergence of vaccine politics. While not addressing the pandemic directly, this dossier examines the pandemic moment as both an opportunity and a crisis for the UN and the idea of global governance. The articles in this dossier, drawn from a selection of established academics and younger scholars, highlight the expanding array of issues and challenges the UN faces as its competencies increase in the face of multiplying threats to the global system. The organisation has gained new areas of expertise, consolidated its competencies in some areas while expanding its agency in others. In addressing global challenges, the UN has increased its relevance, normative power and connection to humanity but at the same time its lacklustre performance on a lot of issues has revealed that leadership is lacking, and the organisation has in many cases been found wanting. This dossier examines some of the new challenges facing the UN with a view towards assessing the ability of the organisation to effectively respond to global crises, and whether or not it has the capacity for institutional learning and adaptation in the face of adversity and anarchy. Originally published: https://nvvn.nl/governing-the-world-united-or-divided-nations/
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De kernvraag van dit lectoraat is: hoe is governance effectief te organiseren in deze complexe netwerken? In dit essay wordt allereerst de veranderende wereld, de context waarin governance plaatsvindt, beschreven. Daarna zal worden ingegaan op de veranderende governance systemen zelf. Gevolgd door een beschrijving van wat in het optiek van dit lectoraat de centrale spelers in die nieuwe governance systemen zijn: beleidsmakers. Het essay sluit af met de contouren van een onderzoeksagenda voor dit lectoraat.
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This book fills an important gap in the sport governance literature by engaging in critical reflection on the concept of ‘good governance’. It examines the theoretical perspectives that lead to different conceptualisations of governance and, therefore, to different standards for institutional quality. It explores the different practical strategies that have been employed to achieve the implementation of good governance principles. The first part of the book aims to shed light on the complexity and nuances of good governance by examining theoretical perspectives including leadership, value, feminism, culture and systems. The second part of the book has a practical focus, concentrating on reform strategies, from compliance policies and codes of ethics to external reporting and integrity systems. Together, these studies shed important new light on how we define and understand governance, and on the limits and capabilities of different methods for inducing good governance. With higher ethical standards demanded in sport business and management than ever before, this book is important reading for all advanced students and researchers with an interest in sport governance and sport policy, and for all sport industry professionals looking to improve their professional practice.
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In De Haagse Hogeschool werken de lectoraten vanuit faculteiten, dicht bij het onderwijs, nauw samen in zeven kenniscentra. Deze kenniscentra zijn de verbinding tussen de regio, met zijn actuele thema’s (vaak gelinkt aan het missiegedreven innovatiebeleid van de overheid) en het onderwijs en onderzoek van de Haagse Hogeschool. De zeven kenniscentra van De Haagse Hogeschool zijn: Cybersecurity, Digital Operations & Finance, Global & Inclusive Learning, Global Governance, Health Innovation, Governance of Urban Transitions & Mission Zero. Deze kenniscentra zijn in opstartende fase en worden ondersteund door centrale diensten. De Haagse Hogeschool kiest voor versterking van de onderzoeksinfrastructuur die centraal staat in de kenniscentra: ‘de Haagse Labs’. Praktijkgericht onderzoek vindt in deze omgevingen plaats als een vervlechting van onderwijs (studenten en docenten), onderzoek, het werkveld en maatschappelijke partners. Sommige labs hebben een tijdelijk karakter, andere, zoals de hogeschool zelf, zijn continu een omgeving waarbinnen onderzoek gedaan wordt. De Haagse Labs zijn bij uitstek de plek waarin nauw samengewerkt wordt met andere hogescholen of kennisinstellingen (veelal zijn ze ontstaan uit een samenwerking zoals The Green Village, of het Basalt SmartLab). De keuze voor de Haagse Labs geeft verdieping aan regionale samenwerkingen en bijbehorende speerpunten. De huidige, meer informele inrichting, kan met behulp van Impuls 2020, verder structuur krijgen, leiden tot een betere kennisdeling tussen de kenniscentra heen en de regionale netwerkvorming versterken. Naast het formaliseren van ‘de Haagse Labs’ zetten we in op zichtbaarheid van de Hogeschool in de regio door te investeren in communicatie (denk bijvoorbeeld aan het opzetten van podcasts, en digitale middelen in Corona-tijd). Die profilering van ons onderzoek wordt verder ondersteunt door een traject rond visievorming en strategische positionering. De kenniscentra zullen begeleid worden om einde 2021 een visie te ontwikkelen met bijbehorende acties om de rol van de hogeschool in de regio te versterken.
The purpose of this project was to create a roadmap with selected mechanisms to assist destination management organisations to optimize the benefits generated by tourism for their destination communities and ensure that it is shared equitably. By providing tools to identify and address inequality in terms of access to the benefits and value tourism generates, it is envisaged that a more equitable tourism model can be implemented leading to the fair distribution of benefits in destination communities, potentially increasing the value for previously excluded or underserved groups. To produce the roadmap, the study team will explore the range of challenges that hinder the equitable distribution of tourism-induced benefits in destinations as well as the enabling factors that influence the extent to which this is achieved. The central question the research team has set out to answer is the following: What does an equitable tourism model look like for destination communities?Societal issueHowever, while those directly involved in tourism will gain the most, the burden of hosting visitors is widely felt by local communities. This imbalance has, unsurprisingly, sparked civil mobilisations and protests in destinations around the world. It’s clear that placemaking and benefit-sharing must be part of the future of destination management to maintain public support. This project addressed issues around equity (environmental, economic, spatial, cultural and tourism experience). In line with the intentions set out in the CELTH Agenda Conscious Destinations.Benefit to societyBased on 25 case studies around 40 mechanisms were identified that can grow or better distribute the value from tourism, so that more people in destination communities benefit. These mechanisms are real-world practices already in use. DMOs and NTOs can consider introducing the mechanisms that best fit their destination context, pulling levers such as: taxes and revenue sharing, business incubation and training, licencing and zoning, community enterprises and volunteering, and product development..This report also outlines a pathway to an Equity-Driven Management (EDM) approach, which is grounded in participatory decision-making principles and aims to create a more equitable tourism system by strengthening the hand of destination governance and retaining control of local resources.Collaborative partnersNBTC, the Travel Foundation, Destination Think, CELTH, ETFI, HZ.
The River Commons research and action program is about learning from and with river co-governance initiatives and riverine communities, which are often sidelined in conventional water management approaches. Top-down and more technocratic approaches around the world have tended to overlook or consciously disregard the critical role of local actors and organisations. As a result, their interventions often affect watersheds, river flows, water quality and river communities negatively. In this context, River Commons aims to redirect the focus: understanding and supporting innovative river co-governance initiatives.
