Instead, find opportunities for non-government actors to contribute to governance.
This strengthening of divisional and hospital governance arrangements may have been shaped in part by participation in, and feedback from, the study and a greater awareness of the potential of M&M meetings to contribute to governance.
Understanding the urgency, challenge, and complexity of its mission and the need for a flexible model to support it, the EIP built a network of collaborator sites, each contributing to shared governance, and established a strategic approach to guide projects.
The organisation has been credited with contributing to stronger health governance, increased participation of diverse actors in health policy processes, and improved responsiveness to country needs [ 46].
Contributing to the private governance literature and, in particular, addressing the gap in this research with respect to the political implications of individual firm 'buyer power', the article provides evidence and analysis of how big brand sustainability is altering the power relations within global supply chains, and the governance prospects and limits of this trend.
It is described in the literature as contributing to the clinical governance of organizations and enhancing the professional development of individual clinicians [ 2, 3].
Care will also be needed to determine the roles and responsibilities of local ethics committees and community representatives in contributing to the ongoing governance of genomic resources derived from their populations.
While remaining non-institutionalised in various – and especially strategic – levels of governance, the instrumental contributions of deliberative practices can be itemised: instead of competing for influence with decision-making apparatus, deliberative systems can add value to governance by contributing to communication between the administrative layers.
Proponents argue that it facilitates robust governance, contributing to efficient and effective use of regulatory resources and delivering interventions in proportion to risk.
But a board membership populated only by venture capitalists with large ownership positions often has these issues in the context of IPO readiness: First, most VCs have never worked at or run a public company, and few have meaningful experience serving on the boards of public companies — so contributing to the best-practice governance of the newly public company is a learned skill.
