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This publication has been written with a view to providing material for strengthening rural institutions. It provides a thorough overview of the decentralization process in rural development from the issue of state withdrawal and higher efficiency to the rise of civil society and its enhanced role in sustainable development. This balance between the state and civil society is explored in all dimensions (historical, conceptual and operational) in such a way as to avoid the risks of a badly managed decentralization process. Experience demonstrates that institutional voids and blocked support can have serious implications for the most vulnerable rural producers. Based on FAO's experience in various countries, the text proposes an analytical model of decentralization (RED-IFO) and describes management modalities and ongoing processes. Questionnaires, surveys and analytical tools are proposed to allow readers to follow and work on the process in their own countries. The document offers practical tools to take the lead in facing up to various dimensions of the problems of decentralization in rural development. It also proposes ways in which the RED-IFO model can be applied
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
Drawing upon a worldwide survey of river basin organizations and in-depth studies of eight river basins in a variety of locations around the globe, this book examines how institutional arrangements for managing water resources at the river-basin level have been designed and implemented, the impetus for these arrangements, and what institutional features appear to be associated with greater or lesser success in river basin management.
This book is about the process of water management decentralization in African countries, which is seen as a means of advancing river basin management at the lowest appropriate level. There are very different stages of implementing decentralization in practice. This called for research aiming to understand the following questions: (i) why do some water agencies succeed more than others? (ii) What are the variables involved in such reform process? (iii) which variables have a positive or a negative impact on the implementation of decentralization processes? (iv) Which variables could be affected by policy interventions, and how? This study aimed to answer these questions through the following objectives: (i) analyze the factors that have potentially affected the results of decentralization process in SSA basins, and (ii) analyze the performance of decentralization process in SSA basins. Qualitative and quantitative approaches were used. The main findings are that water scarcity is a major stimulus to reform; water user associations, if not well prepared and trained, may deter the decentralization process; and being part of an existing treaty over an international basin helps foster the process. Conditions improving decentralization performance include: scarcity of water resources, longer period of implementation, bottom-up creation, and appropriate budgetary support.
Decentralization and increased stakeholder involvement have been major elements of water sector reform as ways to promote sustainable and integrated resource management particularly of river basins. Based on an analytical framework for relating decentralization and stakeholder involvement to improved river basin management, this paper infers several hypotheses about factors associated with greater or lesser likelihood of success of the decentralization process using data from 83 river basins worldwide. The results suggest that physical, political, economic, financial, and institutional characteristics of the basin do affect the process and the level of performance of the decentralization. In particular, the presence of water scarcity may be a stimulus to reform, uniting the stakeholders in the basin and leading to better performance; organized user groups push for the initiation of decentralization reforms but may be associated with costs to the process and difficulty of achieving decentralization; the existence of dispute resolution mechanisms supports stakeholder involvement and improves decentralization performance; where stakeholders accepted greater financial responsibility, complying with tariffs and contributing to the budget for basin management, the decentralization process and performance measures increased; basins with higher percentages of their budgets from external governmental sources benefited from better stability and support and it shows in the performance of the decentralization process.
In recent years, authoritarian states in the Middle East and North Africa have faced increasing international pressure to decentralize political power. Decentralization is presented as a panacea that will foster good governance and civil society, helping citizens procure basic services and fight corruption. Two of these states, Jordan and Morocco, are monarchies with elected parliaments and recent experiences of liberalization. Morocco began devolving certain responsibilities to municipal councils decades ago, while Jordan has consistently followed a path of greater centralization. Their experiences test such assumptions about the benefits of localism. Janine A. Clark examines why Morocco decentralized while Jordan did not and evaluates the impact of their divergent paths, ultimately explaining how authoritarian regimes can use decentralization reforms to consolidate power. Local Politics in Jordan and Morocco argues that decentralization is a tactic authoritarian regimes employ based on their coalition strategies to expand their base of support and strengthen patron-client ties. Clark analyzes the opportunities that decentralization presents to local actors to pursue their interests and lays out how municipal-level figures find ways to use reforms to their advantage. In Morocco, decentralization has resulted not in greater political inclusivity or improved services, but rather in the entrenchment of pro-regime elites in power. The main Islamist political party has also taken advantage of these reforms. In Jordan, decentralization would undermine the networks that benefit elites and their supporters. Based on extensive fieldwork, Local Politics in Jordan and Morocco is an important contribution to Middle East studies and political science that challenges our understanding of authoritarian regimes’ survival strategies and resilience.
Explores the skills managers will need as technological and economic forces dramatically change organizational structure in the future, spawning new types of decentralized organizations in which the power to decide belongs to everyone.
A Brookings Institution Press and Ash Center for Democratic Governance and Innovation publication The trend toward greater decentralization of governance activities, now accepted as commonplace in the West, has become a worldwide movement. This international development—largely a product of globalization and democratization—is clearly one of the key factors reshaping economic, political, and social conditions throughout the world. Rather than the top-down, centralized decisionmaking that characterized communist economies and Third World dictatorships in the twentieth century, today's world demands flexibility, adaptability, and the autonomy to bring those qualities to bear. In this thought-provoking book, the first in a new series on Innovations in Governance, experts in government and public management trace the evolution and performance of decentralization concepts, from the transfer of authority within government to the sharing of power, authority, and responsibilities among broader governance institutions. This movement is not limited to national government—it also affects subnational governments, NGOs, private corporations, and even civil associations. The contributors assess the emerging concepts of decentralization (e.g., devolution, empowerment, capacity building, and democratic governance). They detail the factors driving the movement, including political changes such as the fall of the Iron Curtain and the ascendance of democracy; economic factors such as globalization and outsourcing; and technological advances (e.g. increased information technology and electronic commerce). Their analysis covers many different contexts and regions. For example, William Ascher of Claremont McKenna College chronicles how decentralization concepts are playing out in natural resources policy, while Kadmeil Wekwete (United Nations) outlines the specific challenges to decentralizing governance in sub-Saharan Africa. In each case, contributors explore the objectives of a decentralizing strategy as well as the benefits and difficulties that will likely result.
Reviews recent lessons about decentralized governance and implications for future development programs and policies.
Dissatisfied with centralized approaches to delivering local public services, a large number of countries are decentralizing responsibility for these services to lower-level, locally elected governments. The results have been mixed. The paper provides a framework for evaluating the benefits and costs, in terms of service delivery, of different approaches to decentralization, based on relationships of accountability between different actors in the delivery chain. Moving from a model of central provision to that of decentralization to local governments introduces a new relationship of accountability-between national and local policymakers-while altering existing relationships, such as that between citizens and elected politicians. Only by examining how these relationships change can we understand why decentralization can, and sometimes cannot, lead to better service delivery. In particular, the various instruments of decentralization-fiscal, administrative, regulatory, market, and financial-can affect the incentives facing service providers, even though they relate only to local policymakers. Likewise, and perhaps more significantly, the incentives facing local and national politicians can have a profound effect on the provision of local services. Finally, the process of implementing decentralization can be as important as the design of the system in influencing service delivery outcomes.