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Decentralization is a prominent policy strategy for transferring power from an elite to grassroots actors or from the government to the private or nonprofit sectors. In many developing countries, decentralization has been the policy of choice for improving chronically low performing education systems. This report examines decentralization in three developing countries; Colombia, Indonesia, and South Africa, which are seeking to address their longstanding educational problems. The case studies suggest that effective decentralization depends on creating a clear and measurable vision and a robust strategic plan to achieve it. The studies further revealed the importance of community participation in active school governance, which led to practical solutions to school financial and administrative problems. This research is an attempt to pay attention to problems that could be raised during the journey of policy implementation, as well as to offer guidelines for effective, sustainable change. The discrepancy between policy and practice is a great dilemma, as Cohen said, particularly with the lack of sufficient experience in implementing the new political movements such as decentralization. This report seeks to identify the key components of an effective decentralization plan by tracing the successes and shortcomings of the three case studies. It concludes that a successful education system not only needs a clear vision and effective community participation but also an effective and practical organizational transformation to achieve progress in implementing decentralization. Changes in the educational hierarchy should occur at both the local level and the central level, and should entail more than just a change in the names of positions without changing the tasks themselves. / text

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This thesis seeks to understand and theorise the process of penal transformation, using changes in penal policy within post-devolution Scotland as a case study. It is based on an in-depth analysis of the evolution, passage and implementation of the Management of Offenders etc. (Scotland) Act 2005, including interviews with key players at each stage of the process (politicians, civil servants, practitioner groups) and documentary analysis. The thesis draws on Kingdon’s multiple streams framework to explain how rapid changes in policy can occur. Kingdon argued that the greatest changes occur when a policy window is opened which allows three independent streams which run through policy at any one time, politics, problems and policies, to become joined (1995). However the thesis argues that to account fully for transformation, this framework needs to be developed to incorporate analysis of institutional structures which provide the most compelling explanation for the factors which lead to, escalate and impede change. Although structures are central in this analysis however, this thesis shows how both structure and agency are important in penal change: institutional structure forms the parameters in which political choice is made. Pre-devolution policy-making was carried out in partnership between civil servants and agencies and the rate of change was incremental. Post-devolution criminal justice policy-making has been thrust into a volatile and politicised environment, although this has varied under the different administrations thus far. The primary reason for the accelerated rate of change that occurred following devolution was because of the creation of new democratic structures which provided the means and the incentives to create rapid change but it also involved explicitly political choices by key members of the Scottish Executive. Somewhat paradoxically, once change was instigated, the structure of post-devolution political institutions became critical in mitigating the pace and rate of change. The existence of PR electoral arrangements together with the relative decentralisation of power (in relation to the ownership of criminal justice services) meant that change had to be achieved through negotiation and compromise. Institutional structure is also important in the extent of the Parliament’s ability to form any meaningful veto point on executive power. Overall it was new democratic structures combined with a political capacitybuilding project and the availability of a politicised approach to law and order from England and Wales which could be easily translated to Scotland, which together, explain the period of rapid change in Scotland during this time.

The government of Laos has carried out regressive organizational changes in its electric power sector including deregulation, decentralization, and devolution. As governmental agencies attempt to improve their organization, little is understood about the impact these changes have on the electric sector. Using Burke's organization change theory as the foundation, the purpose of this qualitative study was to explain the impact of organizational change on rural electrification in the Champassak Province, Laos. Data were collected through semistructured interviews with 20 participants representing governmental agencies, private entities, and nongovernmental organizations. Data were also collected through observation of a public consultative meeting and reviewing of publicly available documents, both of which were related to electrification. Data were inductively coded and analyzed using a thematic procedure. According to the study findings, organizational change helped expand electrification at the early stage. However, shortcomings such as setting onerous tax rates and promulgating convoluted laws by the public sector have caused static growth in both the trend of project finance and electrification recently. The positive social change implications stemming from this study include recommendations to local policy makers and legislators to tailor the fiscal policy and statutes, which may support wider electrification efforts in the Champassak Province.