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Local government -- Officials and employees -- Sweden

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Local government -- Officials and employees -- Sweden -- Early works to 1800

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The colonial presence in early modern Ireland is usually viewed as being thoroughly English, and in places Scottish, with the Welsh hardly featuring at all. This book, based on extensive original research, demonstrates that there was in fact a significant Welsh involvement in Ireland between 1558 and 1641. It explores how the Welsh established themselves as soldiers, government officials and planters in Ireland. It also discusses how the Welsh, although participating in the 'English' colonisation of Ireland, nevertheless remained a distinct community, settling together and maintaining strong kinship and social and economic networks to fellow countrymen, including in Wales. It provides a detailed picture of the Welsh settler communities and their networks, and discusses the nature of Welsh settler identity. Overall, the book demonstrates how an understanding of the role of the Welsh in the shaping of early modern Ireland can offer valuable new perspectives on the histories of both countries and on the making of early modern Britain. Rhys Morgan completed his doctorate in history at Cardiff University.

Great Britain --- Ireland --- History --- History. --- Welsh --- Cymri --- Cymry --- Welch --- British --- Celts --- Ethnology --- English. --- Tudor. --- Welsh settler identity. --- Welsh. --- colonisers. --- distinct community. --- early Stuart Ireland. --- early modern Britain. --- government officials. --- planters. --- settler communities. --- shaping of early modern Ireland. --- soldiers.

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Anti-corruption initiatives increasingly use multi-stakeholder groups, comprised of representatives from government, private sector, and civil society organizations, to drive implementation at the local level and serve as a force for transparency. In theory, the multi-stakeholder groups ideal is quite appealing - each stakeholder has its own interest in the initiative and contributes its unique capacities. In practice, many multi-stakeholder groups have fallen short of expectations. This paper considers two separate but related questions. First, what are the unique barriers to implementation facing multi-stakeholder groups? Second, what policy measures can be taken to improve the likelihood that multi-stakeholder groups will succeed? The authors use existing research in political science and economics to develop a multi-level framework that accounts for the "nested nature" of multi-stakeholder groups. The framework is then applied to experiences of MSGs from the Construction Sector Transparency Initiative, a new pilot program that aims to promote transparency in construction through the release of material project information. The evidence shows that the barriers facing multi-stakeholder groups are substantial, but once the level (individual incentives, organizational dynamics, country context, or international pressures) of the challenge confronting a multi-stakeholder group is identified, the specific barrier, its root causes, and appropriate solutions can be identified. More broadly, the Construction Sector Transparency Initiative experiences suggest that multi-stakeholder groups are best used as a means of promoting dialogue and building consensus, not as the locus of policy implementation and oversight.

Anti-corruption --- Building consensus --- Certification --- Civil society --- Corporate Law --- Corruption & Anticorruption Law --- Emerging Markets --- Government officials --- Individuals --- Initiative --- Law and Development --- Output --- Private Sector Development --- Public Sector Corruption & Anticorruption Measures --- Public Sector Development --- Social Accountability --- Social Development --- Stakeholder --- Transparency

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Anti-corruption initiatives increasingly use multi-stakeholder groups, comprised of representatives from government, private sector, and civil society organizations, to drive implementation at the local level and serve as a force for transparency. In theory, the multi-stakeholder groups ideal is quite appealing - each stakeholder has its own interest in the initiative and contributes its unique capacities. In practice, many multi-stakeholder groups have fallen short of expectations. This paper considers two separate but related questions. First, what are the unique barriers to implementation facing multi-stakeholder groups? Second, what policy measures can be taken to improve the likelihood that multi-stakeholder groups will succeed? The authors use existing research in political science and economics to develop a multi-level framework that accounts for the "nested nature" of multi-stakeholder groups. The framework is then applied to experiences of MSGs from the Construction Sector Transparency Initiative, a new pilot program that aims to promote transparency in construction through the release of material project information. The evidence shows that the barriers facing multi-stakeholder groups are substantial, but once the level (individual incentives, organizational dynamics, country context, or international pressures) of the challenge confronting a multi-stakeholder group is identified, the specific barrier, its root causes, and appropriate solutions can be identified. More broadly, the Construction Sector Transparency Initiative experiences suggest that multi-stakeholder groups are best used as a means of promoting dialogue and building consensus, not as the locus of policy implementation and oversight.

Anti-corruption --- Building consensus --- Certification --- Civil society --- Corporate Law --- Corruption & Anticorruption Law --- Emerging Markets --- Government officials --- Individuals --- Initiative --- Law and Development --- Output --- Private Sector Development --- Public Sector Corruption & Anticorruption Measures --- Public Sector Development --- Social Accountability --- Social Development --- Stakeholder --- Transparency