Public services can develop two contrasting practices of accountability: the conventional model emphasises that to be accountable is to be 'held to account', to be expected to answer questions about performance and that the answers are then evaluated by superiors measured against some standard or expectation following which praise or blame is meted out and sanctions applied. This mode of accountability is expresses hierarchy of authority. A very different process encourages dialogues of accountability between practitioners and publics, who 'give an account' offering a story that interprets and explains what has happened and why it has taken place. This paper observes these contrasting practices in the development of school governance in England and argues for the importance of dialogue to enhance learning and democratic responsiveness. ; Public services can develop two contrasting practices of accountability: the conventional model emphasises that to be accountable is to be 'held to account', to be expected to answer questions about performance and that the answers are then evaluated by superiors measured against some standard or expectation following which praise or blame is meted out and sanctions applied. This mode of accountability is expresses hierarchy of authority. A very different process encourages dialogues of accountability between practitioners and publics, who 'give an account' offering a story that interprets and explains what has happened and why it has taken place. This paper observes these contrasting practices in the development of school governance in England and argues for the importance of dialogue to enhance learning and democratic responsiveness.
El artículo analiza las dificultades de la gobernabilidad y su carácter esquivo. Se trata de un estudio sobre cómo mejorar la gobernabilidad, partiendo de la base de que en muchas ocasiones lo que existe en la práctica, son condiciones de ingobernabilidad. El razonamiento central parte de que la ingobernabilidad puede en ocasiones imperar, sin que ello implique necesariamente una fractura en la democracia en su conjunto. Se continúa con un examen de la cohesión y la perdurabilidad de las sociedades, como ejes de la gobernabilidad. Luego se prosigue con consideraciones acerca de las redes de gobernabilidad a nivel local y regional, y con el tratamiento de la crisis de información en las sociedades fragmentadas, así como con las condiciones de inestabilidad crónica y los gobiernos locales. Se finaliza con algunas consideraciones sobre el vínculo existente entre lo local y lo global, y el posible rol de ese proceso en el manejo de crisis y la educación para la paz. ; The article analyzes the difficulties of governance and the elusive nature of governability. lts main purpose is to make suggestions as to how to increase governability. Central to the argument is the suggestion that, despite the occasional reign of ingovernability, this does not imply the fracture of democracy altogether. Cohesion and perdurability are the keys to governability. The article analyzes local and regional governability networks and the management of the information crisis in fragmented societies, as well as the conditions of chronic instability and local co-governments. The article ends with several considerations on the local-to-global links, and the potential role of this process in the management of crisis and education for peace.
El objetivo de este trabajo fue hacer una genealogía sobre el concepto de gobernanza, presentar diferentes conceptualizaciones sobre el tema y discutirlos a la luz de algunos elementos de la gobernanza ambiental. La metodología está basada en revisión bibliográfica y documental. Desarrollos del concepto de gobernanza son abordados e implementados por organismos multilaterales, también por pensadores de las ciencias sociales, de los movimientos sociales y de organizaciones no gubernamentales. Sobre gobernanza se pueden diferenciar tres enfoques: uno que la entiende como sinónimo de gobierno; otro que la asume como un marco normativo o conjunto de criterios que deben satisfacer los sistemas políticos para el logro de los objetivos propuestos, y finalmente, la gobernanza puede ser entendida también como la coordinación que tiene lugar en espacios no jerárquicos (redes), que promueven la participación de la sociedad civil en la deliberación de los asuntos públicos y ambientales, mediante sistemas de gobierno gestados por las propias comunidades, que muestran una nueva visión de democracia que han ido edificando, con logros en la creación de nuevas normas para la gestión de los bienes comunes y de su territorio. CC BY-NC-SA Gestión y Ambiente (2016). ; The objective of this work was making a genealogy on the concept of governance, presenting several definitions and discussing them in the light of some elements of environmental governance. The methodology is based on a bibliographic and documentary revision. Developments of this concept are addressed and implemented by multilateral agencies, and also by thinkers of social sciences, social movements and non-governmental organizations. Three approaches of governance can be distinguished: one that understands it as a synonym of government; other that defines it as a framework policy or set of criteria that must be complied by the political systems for the achievement of the proposed objectives; and the third approach states that governance can be understood as the coordination that takes place in non-hierarchical spaces (networks), which promote the participation of civil society in the discussion of public and environmental affairs, through government systems used by communities themselves. This third approach of governance reveals the new vision of democracy that these communities have been building up, with achievements related to the creation of new standards for the management of common goods and their territory. CC BY-NC-SA Gestión y Ambiente (2016).
Este artículo se centra en la problemática de la protección de los derechos sociales y los nuevos paradigmas de la gobernanza económica de la eurozona. Como resultado de las reformas de los últimos años de los tratados y de las recientes modificaciones en la gobernanza económica de la UE, a los gobiernos estatales no les es posible elaborar su propio sistema político y jurídico en asuntos económicos y sociales. Este trabajo analizará estas particularidades así como las limitaciones legales e institucionales que han coartado la soberanía económica de los Estados miembros.This article focuses on the issue of protection of social rights and the new paradigms of economic governance in the euro area. As a result of the recent treaty reforms and recent changes in EU economic governance, it is not possible for state governments to develop their own political and legal systems in economic and social affairs. This paper will analyze these particularities as well as the legal and institutional constraints that have curtailed the economic sovereignty of the Member States.
El gobierno de las universidades americanas está profundamente enraizado en los ideales de la democracia americana y en el concepto de citizen board of trustees(personas ajenas a la institución que llevan a cabo una supervisión de la Universidad o el College sin llegar a llevar el trabajo cotidiano). Estos ciudadanos no son empleados de la institución o de alguno de los gobiernos de los cincuenta Estados del país. Su tarea consiste en representar a la vez a la institución y al conjunto de los intereses de los ciudadanos.Un governing board posee diferentes e importantes responsabilidades, como la supervisión de las finanzas de la institución financieras, los programas académicos y los estándares, y el conjunto de las directrices estratégicas. Una de las más importantes responsabilidades que asumen los governing board es la protección y preservación de la independencia y la autonomía de la institución. Para que el governing board lleve a cabo con éxito sus tareas hace falta una estrecha relación de trabajo con la administración de la institución de educación superior y, en particular, con el presidente/rector. El presidente/rector es contratado y evaluado por el órgano de gobierno y es el principal gestor y portavoz. Cuenta con un gabinete de vicepresidentes/vicerrectores, y preside la administración académica y tiene la facultad de dirigir los objetivos estratégicos establecidos y aprobados por el governing board. Aunque la máxima responsabilidad resida en el governing board, algunas decisiones se podrían delegar al presidente/rector, y a la autoridad académica como las decisiones curriculares.El sistema de estructuras de multicampus, donde un Consejo gobierna múltiples instituciones, son frecuentes en los Estados Unidos de América. Algunos sistemas gobiernan todos los colegios y las universidades públicas del Estado, otros lo hacen con instituciones que tengan misiones similares, y otros siguen un criterio regional.Mientras los citizen trusteeship generalmente reflejan un enfoque descentralizado en la toma de decisiones, formando parte de la cultura política americana, hay asuntos como las cualificaciones para la selección de los miembros del consejo, una correcta orientación y educación, y competencia que les demanda tiempo y atención. Los retos actuales a los que se enfrenta la educación superior en América son tales como una mejor preparación de los profesores, así como el aumento de la producción de grados deCollege degree, y la reducción de las diferencias que existen en los resultados académicos obtenidos por las minorías demográficas, e incluso cuestionarse si las estructuras de gobierno, apoyadas por citizen boards, resulta adecuada. Hablar de reformas para reforzar el gobierno y sus habilidades para dirigir las respuestas estratégicas hacia esos retos es cada vez más frecuente. Siendo también objeto de crítica la selección, la formación, el compromiso con el interés público general o con la institución educativa, a pesar de las dudas que se refieren a su eficacia para el siglo XXI, los citizen governing boards permanecen como uno de los mejores rasgos de la educación universitaria americana. AbstractAmerican higher education governance is deeply rooted in the ideals of American democracy and in the concept of a citizen board of trustees – persons outside the institution who oversee the university or college but do not run it on a day-to-day basis. These citizens are not employees of the institution or of any of the individual 50 state governments. Their duty it is to represent both the institution and the broad public interest of citizens.A governing board has several important responsibilities, including oversight of the institution's finances, academic programs and standards, and broad strategic direction. One of the most critical governing board responsibilities is protecting and preserving the independence and autonomy of the institution. For the board to successfully carry out its responsibilities requires an effective working relationship with the college or university administration, in particular, the president. The college president is hired and evaluated by the governing board and is the lead manager and lead spokesperson. With a cabinet of vice presidents, he or she leads the academic administration and the faculty toward the strategic goals established approved by the governing board. Although ultimate responsibility rests with the governing board, many decisions should be delegated to the president, and also to the faculty for academic and curriculum decisions.Multicampus system structures, where one board governs multiple institutions, are prevalent in the United States. Some systems govern all public colleges and universities in the state, some govern institutions of similar mission, and some are regionally based. Systems are led by a system executive with constituent campuses by campus presidents. Statewide coordinating boards and agencies exist in most states, and in just under half they play a significant role in state policy development and regulation.While citizen trusteeship generally reflects the decentralized approach to decision making that is part of American political culture, there are concerns about qualifications for board members selection, adequate orientation and education, and competing demands on their time and attention. Modern challenges facing U.S. higher education, such as preparing more and better teachers, increasing college degree production, and narrowing the education achievement gaps of minority populations, also lead many to question whether governance structures undergirded by citizen boards are adequate. Talk of reforms to strengthen governance and its ability to lead strategic responses to these challenges are increasing in frequency. Although subject to criticism about their selection, training, and commitment to either the broad public interest or the institution, and despite concerns about their effectiveness for the 21st Century, citizen governing boards remain one of American higher education's best features.
The case studies contained in this book show real life examples of complex problems being addressed through collaboration. The problems confronting modern society are complex and do not lend themselves to simple solutions or linear decision making. They require the involvement of many stakeholders. This is often brought about by networks, which bring together a multitude of players in the search for solutions to public policy issues.
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La Corporación Universidad Autónoma de Bucaramanga, en adelante "UNAB" o la "Universidad", es una institución sin ánimo de lucro de carácter privado dedicada al servicio de la educación. Tiene como propósito la formación en el marco de principios democráticos y liberales y propende por el mejoramiento del país. En su calidad de Institución de Educación Superior desarrolla funciones de docencia, investigación y extensión en áreas que incluyen educación técnica, tecnológica, de pregrado y posgrados, así como la investigación científica o tecnológica y la producción, desarrollo y transmisión del conocimiento y la cultura. Para la UNAB el gobierno corporativo, entendido como el conjunto de principios y reglas a través de las cuales se asignan derechos y responsabilidades a los órganos de gobierno y se definen sus marcos de actuación, es un instrumento para mejorar su desempeño misional, y generar valor para sus grupos de interés. El presente Código de Gobierno Corporativo es un documento de carácter autorregulatorio que refleja el compromiso de la UNAB con el fortalecimiento de su modelo de gobierno. El Código describe de manera general los principales elementos del sistema de dirección y control de la Universidad. En este sentido, actúa como articulador de todos los elementos de gobierno corporativo definidos por la Universidad que se desarrollan de manera más detallada en otros documentos internos tales como: los Estatutos, los reglamentos de los órganos de gobierno, y el Código de ética. Este documento está estructurado con base en la Constitución Política, la Ley, los Estatutos de la Corporación y estándares locales e internacionales de gobierno corporativo. ; INTRODUCCIÓN A. MIEMBROS DE LA CORPORACIÓN I.Sobre la Sala General de Miembros II.Deberes y derechos de los miembros de la Sala General II.Previsiones operativas de la Sala General B. CONSEJO DE BENEMÉRITOS C. JUNTA DIRECTIVA I.Deberes y derechos de los miembros de la Junta Directiva II.Sobre el Presidente y los Vicepresidentes de la Junta Directiva III.Sobre el Secretario de la Junta Directiva IV. Sobre las reuniones y operatividad de Junta Directiva V. Sobre la inducción, evaluación y remuneración de la Junta Directiva VI. Sobre los Comités de la Junta Directiva D.ALTA DIRECCIÓN E. ARQUITECTURA DE CONTROL I.Auditoría interna II.Gestión de riesgos III.Revisoría Fiscal F. TRANSPARENCIA Y REVELACIÓN DE INFORMACIÓN G. DISPOSICIONES ÉTICAS I.Disposiciones sobre conflictos de interés II.Disposiciones sobre transacciones entre partes vinculadas III. Línea Ética H.RESOLUCIÓN DE CONTROVERSIAS I.DISPOSICIONES FINALES ; The Autonomous University of Bucaramanga Corporation, hereinafter "UNAB" or the "University", is a private non-profit institution dedicated to the service of education. Its purpose is to train within the framework of democratic and liberal principles and aims for the betterment of the country. As an Institution of Higher Education, it develops teaching, research and extension functions in areas that include technical, technological, undergraduate and postgraduate education, as well as scientific or technological research and the production, development and transmission of knowledge and culture. For UNAB, corporate governance, understood as the set of principles and rules through which rights and responsibilities are assigned to the governing bodies and their frameworks of action are defined, is an instrument to improve their missionary performance, and generate value for your stakeholders. This Corporate Governance Code is a self-regulatory document that reflects UNAB's commitment to strengthening its governance model. The Code describes in a general way the main elements of the management and control system of the University. In this sense, it acts as an articulator of all the elements of corporate governance defined by the University that are developed in more detail in other internal documents such as: the Bylaws, the regulations of the governing bodies, and the Code of Ethics. This document is structured based on the Political Constitution, the Law, the Bylaws of the Corporation and local and international standards of corporate governance.
The "loi pour une république numérique" act and the Open Science Plan support the opening of public data to citizens, who finance their production, and the sharing of scientific data to encourage innovation from their reuse. While these measures are legitimate, they require significant changes in practice or even real paradigm shifts, which raise questions, despite the avenues launched by the open science plan.The objective of our group is to identify these necessary changes, from the point of view of daily scientific practices, in order to anticipate possible blockages and make recommendations to prevent them. In order to that aim, we have mobilised our knowledge of practices in the laboratories of several disciplines (disciplines represented: biology, physics, history and art history), from the point of view of several professions (researchers, professors, librairian, archivist). ; L'ouverture des données de la recherche demande des changements dans les pratiques scientifiques quotidiennes. Le Collège Données de la recherche du Comité pour la science ouverte identifie les changements nécessaires et émet six préconisations pour anticiper les blocages potentiels.
The "loi pour une république numérique" act and the Open Science Plan support the opening of public data to citizens, who finance their production, and the sharing of scientific data to encourage innovation from their reuse. While these measures are legitimate, they require significant changes in practice or even real paradigm shifts, which raise questions, despite the avenues launched by the open science plan.The objective of our group is to identify these necessary changes, from the point of view of daily scientific practices, in order to anticipate possible blockages and make recommendations to prevent them. In order to that aim, we have mobilised our knowledge of practices in the laboratories of several disciplines (disciplines represented: biology, physics, history and art history), from the point of view of several professions (researchers, professors, librairian, archivist). ; L'ouverture des données de la recherche demande des changements dans les pratiques scientifiques quotidiennes. Le Collège Données de la recherche du Comité pour la science ouverte identifie les changements nécessaires et émet six préconisations pour anticiper les blocages potentiels.
The "loi pour une république numérique" act and the Open Science Plan support the opening of public data to citizens, who finance their production, and the sharing of scientific data to encourage innovation from their reuse. While these measures are legitimate, they require significant changes in practice or even real paradigm shifts, which raise questions, despite the avenues launched by the open science plan.The objective of our group is to identify these necessary changes, from the point of view of daily scientific practices, in order to anticipate possible blockages and make recommendations to prevent them. In order to that aim, we have mobilised our knowledge of practices in the laboratories of several disciplines (disciplines represented: biology, physics, history and art history), from the point of view of several professions (researchers, professors, librairian, archivist). ; L'ouverture des données de la recherche demande des changements dans les pratiques scientifiques quotidiennes. Le Collège Données de la recherche du Comité pour la science ouverte identifie les changements nécessaires et émet six préconisations pour anticiper les blocages potentiels.
The "loi pour une république numérique" act and the Open Science Plan support the opening of public data to citizens, who finance their production, and the sharing of scientific data to encourage innovation from their reuse. While these measures are legitimate, they require significant changes in practice or even real paradigm shifts, which raise questions, despite the avenues launched by the open science plan.The objective of our group is to identify these necessary changes, from the point of view of daily scientific practices, in order to anticipate possible blockages and make recommendations to prevent them. In order to that aim, we have mobilised our knowledge of practices in the laboratories of several disciplines (disciplines represented: biology, physics, history and art history), from the point of view of several professions (researchers, professors, librairian, archivist). ; L'ouverture des données de la recherche demande des changements dans les pratiques scientifiques quotidiennes. Le Collège Données de la recherche du Comité pour la science ouverte identifie les changements nécessaires et émet six préconisations pour anticiper les blocages potentiels.
En la actualidad, la administración pública demanda flexibilidad, creatividad, efectividad, eficiencia, participación, cooperación y corresponsabilidad. El mundo de hoy y, en este caso, el desarrollo, necesitan una nueva forma de gobernar. Reconociendo este requerimiento y la necesidad de explicar su por qué, en este trabajo de reflexión y desde la palestra de la Geografía, se aborda el tema de la gobernanza territorial como un nuevo esquema de acción para gobernar el territorio con fines de desarrollo. La premisa del estudio es: el desarrollo necesita gobierno. y como no toda acción del gobierno es de gobierno. se demanda una adecuación. se requiere gobernanza territorial para el desarrollo. ; Currently, the public administration requires flexibility, creativity, effectiveness, efficiency, participation and joined responsibility. The world and, more specifically, the development need a new form of governing. Recognizing this requirement and the need to answer why it is recognized, but from the Geography point of view, the topic of territory governance as a new action scheme to rule the territory for its development is being dealt with in this reflection paper. The premise of this study is: the development requires government. and as every government action is of government. an adaptation is needed. a territory governance for the development is required. ; 134-152 ; bourgoin@ula.ve ; Semestral
The purpose of the article is to establish an analysis of the progress made by open fiscal governance in Latin America. Based on the study of commitments related to the use of public resources, the actions included in plans implemented by the countries of the region within the framework of the Open Government Partnership (OGP), concludes with the need to take advantage of the Knowledge and learning generated in the processes of fiscal governance with the use of public resources, to mobilize an agenda focused on solving the main problems that affect citizens and impede the achievement of development results.
The quality is a degree of excellence, and what is excellent is new. The evaluations of the quality of the organizations, departments, functional areas, activities, products and services have been recognized by the goodness of their results beginning to be mandatory and of increasingly strict application in the search of the fulfilment of its purposes. The quality has been a goal of many countries. In Ecuador, the Constitution establishes that the public administration is governed by principles, among others: the quality. This involves the participation of the people to ensure the actions in the organizational context. The quality has an impact on people, activities, processes and outcomes; all guided toward excellence. An intention of quality (not exclusive from the point of view of the analysis of other models) and at the same time of the Government of the TSI is the application of good practices of the Ibero-American Model [3] and of the standard ISO/IEC 38500 [4], respectively. The proposed quality assessment model exposes the government of TIS as a functional team at the service of the organization of TIS. Therefore, the model is a response to the value-based quality concept on value due to the extent that Ecuador is gaining a growth in the use of technology. The existing literature on EFQM models, Malcolm Baldrige and other authors who support it, was available for this work [5] [6] [7] [8]. In such a way that it is appropriate to identify suitable criterion relations between standards of governance and models of excellence, the criteria and sub-criteria, dimensions and evidence that arise as part of the quality model. ; Tesis presentada el 19/09/2017 en la Army Forces University ESPE, Department of Computer Science, PhD Thesis in Computer Science. Advisors: Claudia Pons, Rocio Rodríguez. ; Facultad de Informática
