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This book seeks to pose and explore a question that sheds light on the contested but largely cooperative nature of Arctic governance in the post-Cold War period: how does power matter - and how has it mattered - in shaping cross-border cooperation and diplomacy in the Arctic? Each chapter functions as a window through which power relations in the Arctic are explored. Issues include how representing the Arctic region matters for securing preferred outcomes, how circumpolar cooperation is marked by regional hierarchies and how Arctic governance has become a global social site in its own right, replete with disciplining norms for steering diplomatic behaviour. This book draws upon Russia's role in the Arctic Council as an extended case study and examines how Arctic cross-border governance can be understood as a site of competition over the exercise of authority

The Lake Governance book will focus on comparative analysis of governance structures by examining policy, legal and institutional structures of current transboundary commissions to develop a common framework for good governance of transboundary lakes. Cooperation among nations sharing natural resources is important for sustainable use of the shared resources. Lakes contribute a big part to GDP in most of the countries and in some cases are also responsible for providing fisheries (for food, source of protein and livelihood) Climate change and associated risks and uncertainties add more complexity to the problems. This book will explore current water governance challenges, knowledge gaps and recommend a framework for good lake governance.

"Prologue Organizations form programs to achieve strategic objectives that help them grow and perform more effectively and efficiently. The importance of these initiatives is such that an oversight function is required from executive management, whose role is to monitor the program ensuring that all parts are on track, support the program when required, and control different aspects of the program if things seem to go in the wrong direction. These dimensions of unification form the core of program governance. The need for program governance comes from the fact that there are certain aspects of the program that are not under the direct control of the program manager, and he or she requires support from the program governors to ascertain successful delivery of the program objectives. In addition, the program governors have to ensure that the program activities are being carried out as planned, and that any major deviations are accounted for and approved. In the following chapters, for the sake of clarity, all governance entities or roles (such as steering committees, program boards, program sponsors, etc.,) will be grouped together and referred to as program governors. A few years ago, I was working with a team of software professionals to develop the first trading platform in the Gulf Cooperation Countries (GCC) region. The team, I still remember, could be called a star team. We were a start-up; we needed a team like that one. It was similar to a "band of brothers" working together to build their dream rather than a pool of professionals working toward an objective. We succeeded! We created our dream"--

This book looks at experience in government restructuring and devolution from a variety of national and international perspectives, both within the European Union and elsewhere, focusing on lessons learned and ways forward.Since the 1980s, there has been a global trend to give more power to local governments. Even in Korea and the United Kingdom, the most centralised countries in the OECD, local government powers have increased, with substantial economic benefits. Within the European Union, the principle of subsidiarity has enshrined the idea of devolution. New member states, particularly in c

"Organizations form programs to achieve strategic objectives that help them grow and perform more effectively and efficiently. The importance of these initiatives is such that an oversight function is required from executive management, whose role is to monitor the program ensuring that all parts are on track, support the program when required, and control different aspects of the program if things seem to go in the wrong direction. These dimensions of unification form the core of program governance. The need for program governance comes from the fact that there are certain aspects of the program that are not under the direct control of the program manager, and he or she requires support from the program governors to ascertain successful delivery of the program objectives. In addition, the program governors have to ensure that the program activities are being carried out as planned, and that any major deviations are accounted for and approved. In the following chapters, for the sake of clarity, all governance entities or roles (such as steering committees, program boards, program sponsors, etc.,) will be grouped together and referred to as program governors. A few years ago, I was working with a team of software professionals to develop the first trading platform in the Gulf Cooperation Countries (GCC) region. The team, I still remember, could be called a star team. We were a start-up; we needed a team like that one. It was similar to a "band of brothers" working together to build their dream rather than a pool of professionals working toward an objective. We succeeded! We created our dream"--

Since the 1980s, there has been a global trend to give more power to local governments. Even in Korea and the United Kingdom, the most centralised countries in the OECD, local government powers have increased, with substantial economic benefits. Within the European Union, the principle of subsidiarity has enshrined the idea of devolution. New member states, particularly in central and eastern Europe, have significantly created new and self-sufficient local and regional governments. However, this process has been complicated. Devolution is not a panacea in its own right, and need not lead to economic growth. While it can encourage savings through collaboration, it can also lead to confused lines of authority and can complicate policy formation and implantation. Devolution can strain local budgets, forcing local governments to rely on their own sources of finance, rather than central government transfers. Suburbanisation, rural depopulation, the growth of some regions, and the decline of others have raised new problems, particularly related to inter-governmental cooperation among local governments and different levels of government. In many cases, an increased number of governments has increased administrative costs. This book looks at experience in government restructuring and devolution from a variety of national and international perspectives, both within the European Union and elsewhere, focusing on lessons learned and ways forward.