Suchergebnisse

Funding for Canadian public health care has long relied on a "pay-as-you-go" funding model: for the most part, government pays for health costs each year from taxes collected in that fiscal year with effectively nothing put aside for projected rising health-care costs in the future. But the future of Canadian public health care is going to get more expensive as the relatively large cohort of baby boomers reaches retirement age. As they exit the work force, and enter the ages at which Canadians use the health-care system more, a smaller population of younger workers is going to be left paying the growing health-care costs of older Canadians. If Canadians intend to preserve a publicly funded medicare system that offers a similar level of service in the future as it does today, under the pay-as-you-go model, eventually peak taxes for Canadians born after 1988 will end up twice as high as the peak taxes that the oldest baby boomers paid. The "payas-you-go" model has become like a Ponzi scheme, where those who got in early enough make out nicely, while those who arrive late stand to suffer a serious financial blow. This should concern both Canadians who value a comprehensive public health system as well as Canadians who value competitive tax rates: There is no reason to be certain that future taxpayers will blithely accept having their taxes substantially increased to finance health care for another, older generation that did not pay for a significant portion of its own health care. If the burden proves too high for the taxpaying public to accept, that could well jeopardize Canada's health-care system as we know it. If Canadians intend to preserve their iconic public health system, and are unprepared to unjustly overburden future generations with the tax bill left by their parents and grandparents, provincial governments must make strong and rapid efforts to reform the health system. They must find more cost-efficient ways of managing medicine, including new approaches to eldercare, chronic disease prevention and better health promotion. If policymakers respond in time with a workable strategy and adequate effort, the substantial financial health-care liability currently faced by future generations may not be eliminated entirely, but it can still be reduced dramatically.

The sustainability of any organisation means its capacity to fulfil its mission in the most effective way. In other words, sustainability means that an organisation works continuously for as long as possible in the marketplace of the services provided. The basis to ensure the sustainability is to create and adopt strategies. Strategic management has become an essential part of non- governmental organisations (NGOs). Although it is difficult for an NGO to create a long-term strategy when its donors support this NGO either for a specific purpose (and thus not for creating a strategy) or for a short term period (usually for one year which makes it really difficult to plan a strategy and certain steps when their financing is insecure). This scientific paper presents research results of the current state of sustainability of non-governmental organisations in the Slovak Republic. Using secondary data analysis of the NGO Sustainability index compiled annually by the U.S. Agency for International Development (USAID), two questionnaires were created. One was dedicated to Slovak NGOs whereas the second one was sent to an expert group in Slovakia. Primary data obtained by the sociological questionnaire and by the Delphi method were analysed with relevant statistical methods. The results of the analysis allow us to formulate proposals to strengthen the sustainability of NGOs in Slovakia. The presentation of these results enables us to fulfil the scientific goal of the paper which is to evaluate the current state of the sustainability of non- governmental organisations in Slovakia and propose internal factor-based solutions to enhance their sustainability. In this article, we did not analyse the external and legislative factors, e.g. changes in tax assignation system due to the limited scope of the paper.

Nichtregierungsorganisationen (NROs) spielen als Entwicklungsinstitutionen eine wichtige Rolle im heutigen Südafrika. Um arbeitsfähig zu bleiben und ihre Programme aufrechterhalten zu können, ist finanzielle Nachhaltigkeit überlebenswichtig. Hierauf geht der Beitrag ein: Welche Bedeutung ein gesundes Management für die NROs und ihre Programme hat, wie Finanzmittel beschafft, Finanzierungsquellen erschlossen und nachhaltig gesichert werden können. Wichtig ist eine langfristige Unternehmensplanung der Organisation, die nicht nur die Beziehungen zu potentiellen Geldgebern einschließt, sondern auch Strategien möglicher dauerhafter Eigenfinanzierung. Allen Beteiligten sollte die Bedeutung finanzieller Nachhaltigkeit von NROs klar werden, um einen maximalen Entwicklungseffekt zu erzielen. (DÜI-Hlb)

Purpose
– This paper aims at highlighting the significance in developing non-financial risk management, emphasizing the need of managing environmental and social issues for enhancing corporate sustainability. Particularly, through discussing the implications of non-financial risk management, its benefits, opportunities and challenges will also be presented.


Design/methodology/approach
– Drawing on authoritative academic literature, reports of corporations' studies, current articles and documents, the researcher has managed to examine and construe the development and implications of non-financial risk management.


Findings
– Several key findings are covered in this article. First of all, environmental and social concerns are usually being deemed as intangible issues that need to be properly articulated and managed by an effective non-financial risk management system for enhancing corporate sustainability. Second, through different interpretations of sustainability, links could be drawn for highlighting the significance of non-financial risk management and corporate sustainability. Third, by explaining the impacts from non-financial risk management to sustainable development and profits, the article has illustrated corporate sustainability as a clear business case for any corporation. Fourth, challenges are also portrayed for the effective management of non-financial risk management by corporations. Finally, and most importantly, the need of a systematic and strategic non-financial risk management system for helping businesses to be more competitive, thus, moving closer to sustainable development, is discussed in this paper.


Originality/value
– The contribution of the article is thought to be significant. Although there exists a wide body of research on sustainable development, risk management and corporate sustainability, there is limited insight into how the corporations can effectively conceptualize such intangible or non-financial risk in relation to sustainability. Integrating environmental and social risks is critical to the effective management of any corporation's real risks, and to improve resources allocation in a sustainable fashion. This demands a systematic and strategic identification of issues through non-financial risk management. Most significantly, this article has shown the way this can be achieved by any corporation, and the concepts can be applied globally.

Abstract:The concepts of sustainability, and of the more specific notion of sustainable development, have become entrenched in national and international policy making over the last half century. However, little attention has been paid to sustainability as it relates to indigenous communities. This article discusses sustainability concepts as understood in indigenous and non-indigenous societies, drawing a number of illustrations from the experiences and practices of the Aboriginal and Torres Strait Islander peoples of Australia. We point out that the two approaches to sustainability share many common concerns, although significant differences are evident. While the paradigm of sustainability can be seen as a universal concept that can be applied irrespective of social, political, or cultural context, it is argued that a fully realized model of sustainability for application in non-indigenous societies will only be possible if it acknowledges the importance of culture and incorporates the insights that have been accumulated over generations in indigenous knowledge systems.

Non-governmental organisations are acknowledged for their contributions by playing a vital role in promoting social justice and human rights, advocating for marginalised groups, and empowering them to voice their concerns. NGOs collaborate with both the government and private sector. NGOs enable communities to engage in decision-making processes. Additionally, they often work on the ground, providing direct support and resources to communities in need, thereby addressing immediate needs and working towards long-term solutions. They are critical in achieving sustainable development goals, like improving health and eradicating poverty. Despite the advantages, there is uncertainty because aspects of their sustainability have yet to be thoroughly studied, especially in the Malaysian context. This study was therefore carried out to evaluate the study objectives and determine whether the interview questions were appropriate. This study used an entirely qualitative method. Two staff members from one social welfare NGO were interviewed. The results reveal that the interview questions were appropriate for the study objectives, with some corrections needed. The corrections required were primarily in the wording and clarity of the questions, but overall, the qualitative method effectively gathered relevant information from the staff.