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2. Mexico’s Forgotten Mayors: The Role of Local Government in Fighting Crime
- Author:
- International Crisis Group
- Publication Date:
- 06-2026
- Content Type:
- Special Report
- Institution:
- International Crisis Group
- Abstract:
- Organised crime in Mexico has gone local, as cartels break up into sub-groups battling over smaller patches of turf. At the same time, the federal government has wrested policing away from town halls. A reset is needed to re-empower municipal officials to protect the public.
- Topic:
- Organized Crime, Municipalities, Local Government, and Mayors
- Political Geography:
- Latin America, North America, and Mexico
3. Tunisia’s Challenge: Avoiding Default and Preserving Peace
- Author:
- International Crisis Group
- Publication Date:
- 12-2026
- Content Type:
- Special Report
- Institution:
- International Crisis Group
- Abstract:
- Along with democratic backsliding, Tunisia is facing an economic crunch, magnified by foreign debt it is struggling to repay. Outside actors should keep pressing the government on human rights, while looking for ways – chiefly, a revised IMF loan – to stave off the worst-case scenarios.
- Topic:
- Debt, Human Rights, Economy, IMF, and Democratic Backsliding
- Political Geography:
- North Africa and Tunisia
4. Advancing locally led evaluations: Practical insights for humanitarian contexts
- Author:
- Hana Abul Husn and Dorothy Mae Albiento
- Publication Date:
- 01-2025
- Content Type:
- Special Report
- Institution:
- ALNAP: Active Learning Network for Accountability and Performance
- Abstract:
- Evaluation is widely recognised as a way to learn and to hold humanitarian action to account. Over time, the field of evaluation has evolved because of criticisms of traditional or classic models that are seen as top-down, quantitative and highly technical. Many evaluators are urgently calling for a focus on social justice and equity, as they feel the role and power of local voices in evaluation needs to be re-examined. Alongside humanitarian sector-wide discussions on the need to decolonise and localise aid is a call to re-examine and reframe evaluation practice. Locally led humanitarian action and the growing attention to accountability to populations affected by crisis both support the case that local evaluators are better able to lead community-centred evaluations based on their deeper understanding of local contexts, cultures and values. The overarching objective of this scoping paper is to raise the visibility and accessibility of locally led evaluation among relevant stakeholders in humanitarian contexts. We hope that it can be more easily applied and recognised as having greater value. The paper summarises the opinions and experiences of evaluation stakeholders captured during informal discussions, interviews and scoping events, as well as evidence from relevant literature. We explore what is meant by locally led evaluation and the principles underpinning it, as well as why, how, and by and for whom evaluations are carried out. More specifically, we suggest how evaluation stakeholders can meaningfully engage with and participate in locally led evaluations.
- Topic:
- Development, Humanitarian Aid, Accountability, and Evaluation
- Political Geography:
- Global Focus
5. Practical steps to advance locally led evaluation
- Author:
- Hana Abul Husn and Dorothy Mae Albiento
- Publication Date:
- 01-2025
- Content Type:
- Special Report
- Institution:
- ALNAP: Active Learning Network for Accountability and Performance
- Abstract:
- Stakeholders working to advance a locally led evaluation agenda in humanitarian contexts should consider several enablers (what has worked), barriers (major challenges blocking the way) and practical solutions. In this section, we draw together the reflections from our discussions with evaluation stakeholders to outline practical steps. These steps do not form an exhaustive list of what can be done to advance locally led evaluations, they do not need to be followed in a fixed order, and they might not be applicable in every context. However, they can be used as a starting or continuation point to inspire action. The practical steps are divided into long-term strategies for the overall evaluation function (LTS) and more immediate actions for ongoing or upcoming evaluations. LTS are grouped under three topics: Shaping evaluation culture, policies and strategies; Developing know-how; Establishing and maintaining critical relationships.
- Topic:
- Humanitarian Aid, Stakeholders, Monitoring, and Evaluation
- Political Geography:
- Global Focus
6. Future research and learning: Shaping agendas to inform more people centred humanitarian action
- Author:
- Veronique Barbelet
- Publication Date:
- 01-2025
- Content Type:
- Special Report
- Institution:
- ALNAP: Active Learning Network for Accountability and Performance
- Abstract:
- In recent years, several critical reform agendas - localisation, accountability to affected populations (AAP) and inclusion – have built momentum at the heart of a push for quality humanitarian action grounded in equity and the experiences of crisis-affected people. Despite this progress, ALNAP ’s recent review of outcomes and practices highlights the inadequacy of current methodologies and a particularly weak evidence base around these reforms (although better for localisation). It revealed that while it is likely good practices do exist in the field, they often have not been fully evidenced, researched or widely disseminated. The review also underlined the need to reflect on and better inform research and learning.
- Topic:
- Humanitarian Aid, Reform, Accountability, Localization, and Gender Equality
- Political Geography:
- Global Focus
7. Connecting not conflating: Opportunities and risks of merging the localisation, AAP and inclusion agendas
- Author:
- Veronique Barbelet
- Publication Date:
- 01-2025
- Content Type:
- Special Report
- Institution:
- ALNAP: Active Learning Network for Accountability and Performance
- Abstract:
- It is promising that people-centred humanitarian action has become such a key focus of reform for humanitarian actors, including donors and the United Nations. The concept of people-centred approaches, though loosely defined, increasingly appears to serve as a unifying umbrella for various reform agendas—such as localisation, accountability to affected populations (AAP), and inclusion—agendas that have, for the most part, been pursued separately in both policy and practice. While research has called for appropriate consideration of the benefits of bringing these agendas together (Barbelet et al., 2022; Lough et al., 2022), there is a risk that a people-centred focus could conflate the three distinct reform areas, rather than connect them in their synergies.
- Topic:
- Humanitarian Aid, United Nations, Reform, Inclusion, and Localization
- Political Geography:
- Global Focus
8. Breaking boundaries: local and national actors’ engagement in the humanitarian–development–peace nexus
- Author:
- Mae Albiento
- Publication Date:
- 03-2025
- Content Type:
- Special Report
- Institution:
- ALNAP: Active Learning Network for Accountability and Performance
- Abstract:
- There has been increased focus in the international system on the role of local and national actors (LNAs) in the humanitarian–development–peace (HDP) nexus because of their connections to communities and their focus on holistic needs and vulnerabilities (Ministry of Foreign Affairs Denmark et al., 2023). Yet, often, LNAs’ experiences are absent in how the nexus is framed, implemented and evaluated (Morinière and Morrison-Métois, 2023). At the same time, international approaches to the HDP nexus have been criticised as lacking concrete examples of integrated and holistic programming (Morinière and Morrison-Métois, 2023; IASC , 2024). This report brings the voices of LNAs into the HDP nexus discussion. It highlights their perspectives and experiences in designing and implementing programmes that straddle the three systems, drawing on survey data and key informant interviews (KIIs) with LNAs across 22 countries. The report provides key insights to understand those experiences and puts forward recommendations for how the international system can better recognise and support the nexus-style work of LNAs.
- Topic:
- Development, Humanitarian Aid, and Localization
- Political Geography:
- Global Focus
9. Explain: Inclusion and inclusive humanitarian action
- Author:
- ALNAP
- Publication Date:
- 03-2025
- Content Type:
- Special Report
- Institution:
- ALNAP: Active Learning Network for Accountability and Performance
- Abstract:
- This is part of the Explain: Essential briefings for humanitarian decision-makers series. In recent years, the humanitarian sector has increasingly focused on marginalised groups such as women and girls, people with disabilities, and minoritised communities. While this shift is both essential and overdue - given the persistent evidence of people falling through the cracks - translating attention into meaningful action has proven challenging. Implementing inclusive humanitarian action is hindered by the absence of an agreed definition, clear policy commitments and a standardised way to measure progress. Inclusion, at its core, acknowledges that different people are affected by crises in varying and disproportionate ways and that discrimination and marginalisation, based on different identity factors, create barriers to accessing assistance and services. Addressing these challenges requires targeted analysis and actions.
- Topic:
- Humanitarian Aid, Disability, Accountability, Marginalization, and Inclusion
- Political Geography:
- Global Focus
10. Public Administration and Corporate Governance
- Author:
- C. P. Chandrasekhar
- Publication Date:
- 05-2025
- Content Type:
- Special Report
- Institution:
- India International Centre (IIC)
- Abstract:
- I met Shri B. G. Deshmukh twice, once when he was Cabinet Secretary and the second time when he kindly called on me when I was the Cabinet Secretary. On the first occasion, I was the Chairman of the Spices Board in Ernakulam. A Mumbai-based exporter had complained to him that my policies were keeping the cardamom market very high, thus preventing exports. I met the Cabinet Secretary and explained to him that the exporter was a ‘bear’ in his operations and wanted to use government machinery to bring prices down after he had underquoted to importers abroad. He understood immediately. Meanwhile, the Commerce Ministry was upset that the Cabinet Secretary had gone directly to a field officer instead of to the Ministry. However, I came to understand later that this was Shri Deshmukh's style of work. He felt that it would save time and effort to hear directly from the field. This view was reinforced when Shri Deshmukh called on me after I had taken charge as Cabinet Secretary. This visit was important for me as it gave me a few pointers on how I should conduct my work. Shri Deshmukh told me that it was his practice to visit different state headquarters and meet young officers and hear from them. I followed his lead a little differently. I wrote to all Chief Secretaries, asking them to send a list of important issues pending in each state for want of approval from the Government of India. After I received the lists, I held meetings at which the Secretaries and state representatives were present. In this process, many issues were resolved. Another method I followed was to take plane loads of Secretaries to the weaker states to resolve their problems as fast as possible. The Secretaries would sit with their counterparts and try to solve as many problems as feasible at their level. The residual issues were then discussed at a meeting held by me and we would try to settle them or indicate definite time limits by which they would be resolved. We visited Assam, the northeast, Jammu and Kashmir, Chhattisgarh and Jharkhand for such meetings. A third method which I initiated—and which continues—was to hold annual meetings of Chief Secretaries. All these ideas came to me after my discussion with Shri Deshmukh and his suggestion that work will proceed apace only if there is close coordination between the Centre and the States—cooperative federalism at the administrative level, in short. I will now deal with the dissimilarities between corporate governance and public administration, and how it would be incorrect to think that wholesale application of corporate governance principles, or lateral entry of corporate employees into government, is the solution to transformation of administration. To some extent, my logic has been explained in a chapter in my book (2022: 204–17).
- Topic:
- Governance, Domestic Politics, and Public Administration
- Political Geography:
- South Asia and India