Bad governance is broadly recognized as a root cause of poverty, often equated with global trends such as climate change or the youth bulge as a force able to rapidly undo development efforts or fuel conflict. On the other hand, governance success has the potential to quickly leverage and sustain development gains.
Governance is a powerful component of integrated programming for Mercy Corps. Since, at its core, governance is about decision-making and the process by which decisions are implemented, its influence cross-cuts all sectors and locations of relief and development programming. Mercy Corps believes that each country needs to decide its own economic and social priorities with leadership from government, in partnership with and accountable to the people who live in the country. Individuals, institutions and organizations within the public, private and civil society arenas need to be strong, accountable and participatory. In this way, good governance is not an end in itself, but rather a means to building and sustaining secure, productive and just communities.
Download our Governance and Partnerships Approach below to read more about our strategy.
Mercy Corps believes that partnership is critical to achieving deep impact, sustainability, and amplifying reach. We collaborate with a diverse range of partner agencies and institutions at all levels of the public, private and civil society sectors to address the global challenges that drive our work. See the list at the right for a few of our current international partners.
AttachmentsSector Approach: Governance and Partnerships
All stories about Good Governance
Uganda: Navigating complexity: Adaptive management in the Northern Karamoja Growth, Health & Governance program October 2, 2014
Development actors increasing agree that managing programs adaptively – especially complex interventions – can improve their effectiveness. But what does adaptive management look like in practice?
Myanmar: Visibility versus Vulnerability July 30, 2014
The change taking place in Myanmar has brought new complexities that require an integrated analysis of how economic and political vulnerabilities are tied to instability.
Myanmar: Socio-Economic Analysis of Kayah State in Myanmar May 27, 2014
In March - June 2013, a consortium involving Mercy Corps and four other INGO and NGO partners conducted a socio-economic analysis of Kayah State in Myanmar with funding from the European Union.
Iraq: Bridging the Gap April 24, 2014
Civil society plays a critical role in ensuring that government is open, participatory and accountable to citizens.
Lebanon: The Role of Municipalities in the Syria Refugee Crisis March 27, 2014
Mercy Corps, with funding from the British Embassy in Beirut, conducted extensive assessments of 12 municipalities in Lebanon's "hot spots" to better understand how municipalities are responding to
Lebanon: Political, Economic and Social Instability in Lebanon March 10, 2014
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Jordan: Tapped Out: Water scarcity and refugee pressures in Jordan March 9, 2014
Jordan, one of the world’s driest countries, is dumping much of its water into the sand. This new report outlines urgent needs and key recommendations to guide immediate and long-term interventions.
Uganda: The Conflict Management System in Karamoja: An Assessment of Strengths and Weaknesses May 7, 2013
"The Conflict Management System in Karamoja: An assessment of strengths and weaknesses” (April 2013) explores the effectiveness of the conflict management system in northern Uganda’s remote Karamoj
Civic Engagement of Youth in the Middle East and North Africa February 24, 2012
In the wake of the Arab Awakening, Mercy Corps and other agencies are grappling with the question: How can the recent surge of self-assertion and of political activism by Arab youth be harnessed to
Libya: Beyong Gaddafi: Libya's Governance Context February 22, 2012
More than 6.4 million Libyans are living out a historic transition: emerging from 42 years of harsh authoritarianism towards a democratic state wherein the people are the source of authority.