Many developing countries have a history of highly centralized
governments. Since the late 1980s, a large number of these
governments have introduced decentralization to increase democracy
and improve services, especially in small communities far from
capital cities. In "Going Local," an unprecedented study of the
effects of decentralization on thirty Mexican municipalities,
Merilee Grindle describes how local governments respond when they
are assigned new responsibilities and resources under
decentralization policies. She explains why decentralization leads
to better local governments in some cases--and why it fails to in
others.
Combining quantitative and qualitative methods, Grindle
examines data based on a random sample of Mexican
municipalities--and ventures into town halls to follow public
officials as they seek to manage a variety of tasks amid
conflicting pressures and new expectations. Decentralization, she
discovers, is a double-edged sword. While it allows public leaders
to make significant reforms quickly, institutional weaknesses
undermine the durability of change, and legacies of the past
continue to affect how public problems are addressed. Citizens
participate, but they are more successful at extracting resources
from government than in holding local officials and agencies
accountable for their actions. The benefits of decentralization
regularly predicted by economists, political scientists, and
management specialists are not inevitable, she argues. Rather, they
are strongly influenced by the quality of local leadership and
politics.
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