Over the last three decades, scholars in management, policy, and geography have examined the growing economic, social, and spatial impact of the financial sector. Venture capital firms have been a focus, generating a contested but deep literature around the roles of such "value-adding" capital providers in supporting the growth of firms, industries, and various territorial innovation models. In parallel, there has been substantial government support-financial, regulatory, and otherwise-of these private sector financial intermediaries, despite scepticism. The past twenty years have seen the emergence and rapid growth of analogous funders in the third sector, itself the realm of substantial experimentation and growth. These new intermediaries, "venture philanthropists", have become important players in shaping, structuring, and channelling funding to the third sector. The activities and effects of venture philanthropists are underexplored, as are their growing interactions with governments-despite intentional and striking similarities between the evolution of venture capital and that of venture philanthropy. This dissertation addresses these gaps by systematically examining the emergence, evolution, and operational practices of two influential British venture philanthropy funds: the first such fund in Europe (Impetus Trust) and the first fund in the world co-created with the state (Inspiring Scotland). The two venture philanthropy organisations (VPOs)-one with roots in venture capital, the other with roots in the voluntary and government sectors-both conducted the venture capital-inspired operational model of venture philanthropy in similar ways. That said, the VPOs reflected the logics and practices of their founders and funders. Impetus Trust more closely resembled early-stage venture capital, with a reliance on London-based networks, funders, and service providers-and a heavily London-focused portfolio. Inspiring Scotland evidenced the logics of government rather than charity in several instances, with substantial original research into social issues, heavily structured portfolios on set timelines, and regionally-distributed staff. This approach broadened access, allowing support of SPOs and their clients across various (and underserved) geographies, but limited options for opportunity-driven or expressive functions of philanthropy. I surveyed the CEOs of most organisations supported by the two venture philanthropy funds (82 of 98 charities and social businesses), supplemented by interviews of selected CEOs and the founders and staff of the two funds. I find that, overall, the two VPOs each engaged in seven core activities of venture capital, intentionally adapting them to the third sector: sourcing and selection, due diligence, an engaged relationship, provision of funding, provision of non-financial support, creation of network linkages, and intentional exiting of relationships. As in venture capital, this process had broader effects: providing signals of investee quality, preparing investees for subsequent funding, and expanding networks. The combination of long-term relationships and high formal reporting requirements imposed significant costs for SPOs-and also created a virtuous cycle of trust and collaboration between VPOs and SPOs. The venture philanthropy model also had broader societal effects, creating data regarding individual organisations and the efficacy of responses to social issues, which in both cases informed policy. As intermediaries, venture philanthropists decreased power differentials and improved the flow of (oft-anonymized) information amongst funders, statutory bodies, and funded organisations, facilitating several types of collaboration. SPO managers indicated that they received, on average, approximately ten different types of non-financial support-like strategy consulting, human resources support, or legal counsel. These managers reported in interviews and surveys that the non-financial services provided by venture philanthropists were highly valued, on average. Further, managers believed these services provided more value than it cost the VPOs to provide them. Likewise, managers highly valued most forms of new networking connections (though not all services or linkages were found to be valuable). Smaller SPOs valued services and network links more highly than larger SPOs, although all sizes of SPOs indicated both were valuable, on average. Importantly, this data was provided by SPO managers and focused on the SPO-VPO dyad-rather than provided by VPOs and focused at the portfolio or trust level. This filled an important gap in the literature: academics and practitioners often lament that the voices of charities supported by foundations are not often enough heard, which limits our understanding of many aspects of organizational philanthropy and its effects-in particular the burdens and benefits for recipient organisations. I documented the co-creation of the first government-supported venture philanthropy fund through eleven interviews with founding managers and government officials. This model, in which state, private, and civil society actors collectively founded and funded a value-adding capital provider, militates against neoliberal assumptions of an ever-diminishing state, as does the leveraging of private resources in alignment with state aims-though it raises concerns around democratic processes, accountability, and local control. This work helps inform the changing nature of the voluntary sector and its relationship with the state. I focus on the increasing interaction of actors between and across systems-sometimes in new roles and coordinated by new intermediaries-in the allocation of resources and delivery of services in the public interest. These new interactions inform broad bodies of work that seek to understand changing sectoral roles, most notably discourses surrounding neoliberalism(s), financialisation, and public management. Overall, I find privately- and publicly-funded venture philanthropy playing a role in the third sector analogous to the role of venture capital in the private sector, with similar practices and concomitant effects in data generation, network formation and strengthening, facilitating partnerships, and signalling the quality of supported organisations. By examining two such emerging models of capital provision, I contribute grounded understanding of the way such systems are created and function across the private, public, and third sectors.

Contesting international strategies for combatting child labour that derive from modern, Western conceptions of childhood, several developing country organizations have embraced the principle of child protagonism by declaring that working children can become the leading agents in struggles to advance their interests when they are mentored in forming their own independent organizations. This thesis first explores how an African NGO, informed by its urban animation experiences, developed its own specific discourse of child protagonism and employed it as the basis for establishing an African working children’s organization designed to provide compensatory literacy and skills training and to empower members to improve their own and other children’s working conditions. The thesis considers this foundational child protagonism discourse in light of data collected in Senegal by means of participant observation and interviews in grassroots groups and associations of working children, as well as in the offices of both the local NGO and its international NGO donor. Fieldwork revealed limitations of the specific child protagonism practice pursued over the past two decades. Specifically, redirecting resources from direct pedagogical accompaniment of grassroots working child groups towards bureaucratic capacity building for the “autonomization” of higher hierarchical levels of the organization, as well as towards international meetings, has resulted in the organization’s diminished impact for vulnerable groups in Dakar, particularly migrant girl domestic workers. Deepening implication with international donors has forced shifts in the priorities of the local NGO and the working children’s organization it facilitates, yet the two have been largely successful in buffering donor probes precisely into the ground level effectiveness of their child protagonism strategy. No previous independent research has sought to confront the discourse of child protagonism with a comprehensive examination of a working children’s organization’s practice, from its most local processes to its international dimensions and donor relations.

This case study is conducted on teachers working in Non-Formal Education centers (NFE's), for the Non-Governmental Organization Seva Mandir, in the Udaipur district in Rajasthan, India. The setting for the study is remote rural villages around the small city Udaipur, with one million inhabitants. The purpose of this case study is to investigate what impact the capacity building course that Seva Mandir offers the teachers, the NFE certification course, have had on the teacher’s lives. The aim is to get a picture of the overall impact of the course on a professional level and on the individual NFE teachers’ personal life. The case study was conducted on a sample of eleven out of 50 NFE teachers working for Seva Mandir in the Jhadol block. The empirical data was collected through qualitative interviews conducted in the NFE schools. The NFE centers that are run by Seva Mandir are a complement to malfunctioning government schools in areas where most of the children are first generation learners. The schools aim to keep children from working or starting to work, through giving them an educational base. The teachers have no previous teachers training and are having an average prior education of 8th to 10th class. The general findings of the study are that a majority of the teachers felt an increase in self-confidence after participating in the course. They generally had more concrete and ambitious future plans after the course than before it, and they were highly dominated of plans for further education for themselves and their children. It was also found that the teachers felt major changes in their teaching approach after the course. They had learnt new teaching strategies and seemed to have changed their attitude against the children. The teachers used activities like games, songs and stories in their teaching as well as taking help of the local surroundings when teaching.

Cette thèse vise à comprendre comment et dans quelle mesure l’agrément des établissements de santé est-il efficace pour développer les capacités des acteurs, nécessaires pour améliorer la qualité des soins et des services. Au cours des dix dernières années, il y a eu une croissance rapide, à l'échelle mondiale de la mise en œuvre de programmes d'agrément en santé pour l’amélioration de la qualité. L'expérience de la dernière décennie prouve que l'agrément est une technique valable pour l'amélioration de la qualité dans beaucoup d’organismes de santé. Il est également utilisé pour soutenir les réformes en santé. Malgré cela, les outils de gestion comme l’agrément sont souvent critiqués, car elles sont adoptées avec enthousiasme négligeant fréquemment une implantation favorisant la mise en place de comportements durables et la démonstration de meilleurs résultats. Le développement des capacités (DC) est un processus délibéré, multidimensionnel, dynamique dont le but est d’améliorer la performance des individus, des équipes, de l’organisation et d’un système. Le DC constitue une des trois assises de l’implantation d’une démarche institutionnalisée de la qualité, au même niveau que la communication et la reconnaissance. Cette recherche c’est déroulée dans un organisme d’Arabie Saoudite dans le cadre de leur première démarche avec le Conseil canadien d’agrément (CCASS) des services de santé. Une étude de cas unique d’implantation de l’agrément a été menée utilisant une approche mixte. Quatre niveaux d’analyse ont été étudiés en détail (individu, équipe, organisation et système) afin de mesurer 28 effets escomptés du DC puisés dans la littérature. Des entretiens semi-structurés, des groupes de discussion, une revue de la documentation ont été réalisés. Dans le but de mesurer trois des effets escomptés, un questionnaire sur le niveau d’implantation de la qualité (NIQ) a été administré pour la première fois en Arabie Saoudite dans cinq organismes. La performance du cas a été évaluée en relation avec les autres et en fonction de son positionnement dans le cycle d’agrément. Des analyses qualitatives et quantitatives utilisant la technique de polissage par la médiane ont été exécutées. Au niveau des individus, l’agrément a motivé la participation à de nouvelles formations. L’auto-évaluation est l’étape qui encourage l’apprentissage par l’autocritique. Le sentiment de fierté est le changement affectif le plus souvent répertorié. Les équipes ont amélioré leur communication par l’implantation d’une « chaîne de commandement ». Elle a introduit des notions de respect et de clarté des rôles telles qu’exigées par les normes. Au moyen de la mesure du NIQ, nous avons constaté que la majorité des organismes saoudiens se positionnent au niveau minimal d’implantation (assurance qualité). Le plus expérimenté avec l’agrément démontre les meilleurs résultats tout près du second niveau. Enfin, plus les organismes progressent dans la démarche d’agrément, plus les écarts de perception entre les 8 domaines mesurés par le questionnaire du NIQ et entre les différentes catégories d’emploi s’amincissent. En conclusion, l’agrément a démontré de l’efficacité à développer de nouvelles capacités par l’intégration des transformations des individus et par l’impact de l’acquisition des nouvelles capacités sur le changement des pratiques, majoritairement au niveau des individus, des équipes et de l’organisation. Le processus d’agrément a également fait preuve d’importants pouvoirs de convergence au niveau de l’adoption des pratiques édictées par les normes d’agrément qui contribuent positivement à l’amélioration de la qualité. / The purpose of this thesis is to determine whether accreditation is effective for developing individual’s necessary capacities that improve quality. In the last decade, accreditation shows that is a valuable tool. Accreditation program implementation has also demonstrated a world wide increased. It is as well used to support health reform. Managerial practices of this type are often criticized. They are adopted with enthusiasm but their implementation is often neglected because there is some difficulties to demonstrate sustainable behaviour changes and better outcomes.. Capacity Building (CB) is a comprehensive process, multidimensional and dynamic that seeks to improve the performance of individuals, teams, the organization and a system. CB is one of the three foundational elements of institutionalise quality improvement practices a the same level of communication and recognition. This study happens in Saudi Arabia. The hospital had participated in his first initiative with the Canadian Council of Health Services Accreditation (CCHSA). A single case study to evaluate the implementation of accreditation has been carried using a mix methodology. For unit of analysis has been studded (individual, team, organization and system) to measure 28 anticipated effects of capacity Building culled from the literature. Semi-structure interviews, focus groups and a documentation review were conducted. A questionnaire on the quality implementation scale (QIS) was administered in five organizations. The performance of the case was measured in relation to the others and based on its positioning in the cycle. Qualitative and quantitative analyses using median polish technique were conducted. At the individual level, the accreditation motivated participation in new training. Self-assessment is the stage that encourages learning through self-criticism. The feeling of pride is the emotional change that was reported the most. The teams improved their communication by establishing a chain of command, which introduced the concept of respect and of clearly defined roles as required by the standards. Through the QIS measurement, we noted that all those involved position themselves at the minimal level of implementation (Quality Assurance). The most experienced with accreditation produce the best results very close to the second level. Finally, the further organizations progress in the cycle, the more the differences in perception between the eight QI domains studied narrowed. The same phenomenon was observed among different job categories. In conclusion, accreditation has demonstrated effectiveness to develop new capacities most specifically at the individual, team and organizational level. The accreditation process has also demonstrated significant convergence power to pushes the adoption of new practices dictated by the accreditation standards. Those practices were successful to demonstrated positive quality improvement outcome.

Contesting international strategies for combatting child labour that derive from modern, Western conceptions of childhood, several developing country organizations have embraced the principle of child protagonism by declaring that working children can become the leading agents in struggles to advance their interests when they are mentored in forming their own independent organizations. This thesis first explores how an African NGO, informed by its urban animation experiences, developed its own specific discourse of child protagonism and employed it as the basis for establishing an African working children’s organization designed to provide compensatory literacy and skills training and to empower members to improve their own and other children’s working conditions. The thesis considers this foundational child protagonism discourse in light of data collected in Senegal by means of participant observation and interviews in grassroots groups and associations of working children, as well as in the offices of both the local NGO and its international NGO donor. Fieldwork revealed limitations of the specific child protagonism practice pursued over the past two decades. Specifically, redirecting resources from direct pedagogical accompaniment of grassroots working child groups towards bureaucratic capacity building for the “autonomization” of higher hierarchical levels of the organization, as well as towards international meetings, has resulted in the organization’s diminished impact for vulnerable groups in Dakar, particularly migrant girl domestic workers. Deepening implication with international donors has forced shifts in the priorities of the local NGO and the working children’s organization it facilitates, yet the two have been largely successful in buffering donor probes precisely into the ground level effectiveness of their child protagonism strategy. No previous independent research has sought to confront the discourse of child protagonism with a comprehensive examination of a working children’s organization’s practice, from its most local processes to its international dimensions and donor relations.

Foreign aid project exit strategies that contribute to sustainable development have been rarely considered throughout the history of development studies and practice. The philosophical underpinnings of early development were based on economic theories. Over the years initiatives have manifested themselves by investments through international aid projects. As aid projects are donor-driven, most exit strategy planning involves closing down a project without turning it over to another organization to continue implementation. This means that aid benefits end with whatever impact the project has made, leaving ill-equipped local ministries or under-resourced NGOs to meet local development needs and fill the gap of terminated services. The project cycle—a popular development tool used by multinational and bilateral organizations alike—provides a framework to induce development, but makes no accommodation for an exit strategy that perpetuates development. This is a missed opportunity that reveals a flaw in the project cycle. This flaw can be corrected by revising the project cycle implementation stage to include building the capacity of people to perform the functions the project was designed for, as well as a local implementing entity through which they can work. Once accomplished, a sponsor can transfer project activities and resources to the local implementing entity though a phase-over process to extend development post-project for ongoing impact. / The aim of this thesis is to promote a greater understanding of exit strategies and analyze an aspect of project management essential to all foreign aid projects since every project must eventually end its interventions upon completion of its goals or within prescribed financial and time constraints. What are the conditions necessary to complete a foreign aid project phase-over to a local institution successfully? How can in-country local project staff contribute to institution-building before, during, and after a phase-over? What are the appropriate ways to measure the success of a phase-over? / This thesis examines the concept of exit strategy within the context of a case study of the United States Department of Agriculture’s Marketing Assistance Project (USDA-MAP) in Armenia (1995-2005) and the innovative phase-over approach it used to establish the Center for Agribusiness & Rural Development (CARD). To do this, the writings of Levinger & McLeod (2002), Gardner et al. (2005), and Esman (1972) are drawn upon to analyze this case. The actions taken by the USDA illustrate how an emphasis on internal local project staff, over external technical interventions, furthers development. The USDA’s exit strategy incorporated collective participation, empowered local stakeholders, promoted development ownership through localization, and built individual and institutional capacity. The resulting organization that was created is evidence of a successful phase-over and an innovative institution. This phase-over model offers a paradigm that embraces and promotes social/human assets within aid projects for sustainable development, and in so doing has ramifications for policy makers, project designers, and development practitioners to rethink conventional development practices.

Foreign aid project exit strategies that contribute to sustainable development have been rarely considered throughout the history of development studies and practice. The philosophical underpinnings of early development were based on economic theories. Over the years initiatives have manifested themselves by investments through international aid projects. As aid projects are donor-driven, most exit strategy planning involves closing down a project without turning it over to another organization to continue implementation. This means that aid benefits end with whatever impact the project has made, leaving ill-equipped local ministries or under-resourced NGOs to meet local development needs and fill the gap of terminated services. The project cycle—a popular development tool used by multinational and bilateral organizations alike—provides a framework to induce development, but makes no accommodation for an exit strategy that perpetuates development. This is a missed opportunity that reveals a flaw in the project cycle. This flaw can be corrected by revising the project cycle implementation stage to include building the capacity of people to perform the functions the project was designed for, as well as a local implementing entity through which they can work. Once accomplished, a sponsor can transfer project activities and resources to the local implementing entity though a phase-over process to extend development post-project for ongoing impact. / The aim of this thesis is to promote a greater understanding of exit strategies and analyze an aspect of project management essential to all foreign aid projects since every project must eventually end its interventions upon completion of its goals or within prescribed financial and time constraints. What are the conditions necessary to complete a foreign aid project phase-over to a local institution successfully? How can in-country local project staff contribute to institution-building before, during, and after a phase-over? What are the appropriate ways to measure the success of a phase-over? / This thesis examines the concept of exit strategy within the context of a case study of the United States Department of Agriculture’s Marketing Assistance Project (USDA-MAP) in Armenia (1995-2005) and the innovative phase-over approach it used to establish the Center for Agribusiness & Rural Development (CARD). To do this, the writings of Levinger & McLeod (2002), Gardner et al. (2005), and Esman (1972) are drawn upon to analyze this case. The actions taken by the USDA illustrate how an emphasis on internal local project staff, over external technical interventions, furthers development. The USDA’s exit strategy incorporated collective participation, empowered local stakeholders, promoted development ownership through localization, and built individual and institutional capacity. The resulting organization that was created is evidence of a successful phase-over and an innovative institution. This phase-over model offers a paradigm that embraces and promotes social/human assets within aid projects for sustainable development, and in so doing has ramifications for policy makers, project designers, and development practitioners to rethink conventional development practices.

Transmits decision SS.VII/2 of UNEP Governing Council/Global Ministerial Environment. / UN Job no.: N0230044 E. Material type: Resolutions/decisions (UN). Issued under agenda item 1, agenda document A/CONF.199/PC/1.

No description available.

Submitted by Anna Mortara (anna.funaro.mortara@gmail.com) on 2017-05-25T03:06:32Z No. of bitstreams: 1 Anna Mortara Dissertação_2017_05_23.pdf: 1308138 bytes, checksum: 6a1f658dd2742b2929680e61e8097471 (MD5) / Approved for entry into archive by Pamela Beltran Tonsa (pamela.tonsa@fgv.br) on 2017-05-25T10:10:41Z (GMT) No. of bitstreams: 1 Anna Mortara Dissertação_2017_05_23.pdf: 1308138 bytes, checksum: 6a1f658dd2742b2929680e61e8097471 (MD5) / Made available in DSpace on 2017-05-25T12:23:00Z (GMT). No. of bitstreams: 1 Anna Mortara Dissertação_2017_05_23.pdf: 1308138 bytes, checksum: 6a1f658dd2742b2929680e61e8097471 (MD5) Previous issue date: 2017-02-17 / A presente pesquisa analisou como se deu a construção de capacidades estatais no Programa Cisternas, política pública federal de mais de catorze anos que visa a promoção do acesso à água e engajamento social para famílias rurais semiáridas de baixa renda. A iniciativa é um marco no convívio com a seca, concepção desenvolvida por Organizações da Sociedade Civil locais que se estruturaram em torno da Articulação do Semiárido. Esses atores, além de terem concebido a proposta do Programa,são executores da política, em um modelo de governança que exige sinergia entre Estado e Sociedade Civil para sua operação. Referenciada na literatura do tema, foi feita relação de indicadores da existência de capacidades técnico-operacionais e político-relacionais que serviram de guia analítico à pesquisa. Os dados levantados permitiram o resgate do comportamento dos indicadores nas diferentes etapas da política e elucidações sobre as dificuldades de se estudar o tema – tanto pela complexidade do caso como por não se tratar de conceito estanque. Ao fim e ao cabo, o estudo de caso tratou de política geradora de inovações e cujas capacidades estatais se desenvolveram por meio de relação sinérgica junto à sociedade civil com a participação de atores chave na viabilização de sua habilidade de diálogo, com destaque aos órgãos participativos e de controle. / The following research analyzed how state capacities were built in the Cisterns Program, a federal public policy launched over fourteen years that seeks to promote water access and civic engagement to low income families from the Brazilian rural semiarid region. The initiative is a landmark of the drought conviviality, a conception developed by local Non-Governmental Organizations (NGOs) that have composed the greater Articulação do Semiárido organization. These actors, besides from conceiving the Programs proposal, are the policy’s executors, in a governance model that demands synergy between the State and civil society to operate. Referenced in the topic’s literature, a listing of indicators to identify the existence of technical and relational capacities served as an analytical guide to the research. Data raised gave the means to reconstitute the indicators’ behavior in the different phases the policy has been through, as well as elucidate difficulties to dive into the concept – both due to the case’s complexity and to the fact that the concept is not stanch. Finally, the study tackled a policy that generated innovations and whose capacities developed through a synergic relationship with civil society with the participation of key-actors the promoted dialogue abilities, especially participatory and control organs.