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MAJOR PROBLEMS IN IMPLEMENTING RURAL DEVELOPMENT PROGRAMS TEND TO CLUSTER AT THREE POINTS: WHEN PROGRAMS ARE DEFINED; WHEN SPECIFIC DELIVERY STRATEGIES ARE CHOSEN; AND WHEN DECISIONS ABOUT WHO GETS WHAT AT THE DELIVERY SITE ARE MADE. IMPLEMENTABILITY CAN BE IMPROVED BY ALTERING EITHER THE CONTENT OF THE POLICY OR ITS CONTEXT AT THESE THREE POINTS.

Cover -- Title Page -- Copyright Page -- Contents -- List of Tables and Figures -- Acknowledgments -- Abbreviations -- A Note on Terminology -- CHAPTER ONE: A Conundrum: Reform Despite the Odds -- CHAPTER TWO: From Public Problems to Political Agendas -- CHAPTER THREE: Sponsoring Reform: Executive Leadership, Formidable Constraints -- CHAPTER FOUR: Designing Reforms: Problems, Solutions, and Politics -- CHAPTER FIVE: Contesting Education: Teachers' Unions and the State -- CHAPTER SIX: Contesting Education: Teachers' Unions versus Reformers -- CHAPTER SEVEN: Implementing and Sustaining Change: New Arenas for Conflict -- CHAPTER EIGHT: In Process: The Politics of Education Reform -- Notes -- Bibliography -- Index

Intro -- Contents -- Introduction: Weber's Ghost -- I. The Longue Durée -- 1. A System for All Seasons -- 2. Politics in the Construction of Reform -- 3. Après Reform: Deconstruction and Reconstruction -- II. A Contemporary Record -- 4. Latin America: Patterns of Patronage and Politics -- 5. Roots and Branches -- 6. Crafting Reform: Elite Projects and Political Moments -- 7. Ambiguous Futures: The Politics of Implementation -- Conclusion: The Politics of Institutional Creation and Re-creation -- Notes -- Bibliography -- Index.

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

This title is part of UC Press's Voices Revived program, which commemorates University of California Press's mission to seek out and cultivate the brightest minds and give them voice, reach, and impact. Drawing on a backlist dating to 1893, Voices Revived makes high-quality, peer-reviewed scholarship accessible once again using print-on-demand technology. This title was originally published in 1977

Intro -- Contents -- Figures, Tables, and Boxes -- Acknowledgments -- Abbreviations -- Chapter 1 - Audacious Reforms -- Chapter 2 - Explaining the Unexpected -- Chapter 3 - Institutional Invention in Venezuela -- Chapter 4 - New Rules of the Game -- Chapter 5 - Political Engineering in Bolivia -- Chapter 6 - A New Conundrum -- Chapter 7 - Pacting Institutional Change in Argentina -- Chapter 8 - Waiting for Godot? -- Chapter 9 - Democratizing Reforms -- Notes -- Bibliography -- Index.

La Banque mondiale a publié il y a peu sa stratégie en matière de gestion du secteur public ( Public Sector Management (PSM) Approach ) pour 2011 à 2020. Dans le présent commentaire, nous commencerons par passer en revue les principaux messages de ce document et indiquerons ensuite en quoi il marque une convergence entre les recherches universitaires et la pratique dans son approche et son cadre analytique. Nous présenterons ensuite une « expérience de la pensée » à propos de la façon dont les praticiens peuvent réunir la théorie et la pratique, comme le propose la stratégie en matière de PSM. Reste que la bonne mise en œuvre de cette stratégie sera déterminée par la convergence entre la voie qu'elle dessine pour la pratique et les facteurs qui motivent les représentants de la Banque mondiale dans leurs initiatives visant à améliorer la gestion du secteur public dans les situations du monde réel.

The World Bank has recently released its Public Sector Management (PSM) Approach for 2011–20. This commentary reviews the core messages of this document and then indicates how it embodies a convergence between academic research and practice in its approach and analytic framework. It then presents a 'thought experiment' about how practitioners might bring scholarship and practice together as suggested by the PSM approach. Nevertheless, effective implementation of the approach will depend on the convergence between the path it lays out for practice and the incentives that World Bank officials face in efforts to improve public sector management in real-world situations.

In most recent writings about governance reform and development, recipes are out. So are "one size fits all" and idealized end states. Similarly, in the study and practice of development, disappointment is clear with approaches that extol getting the policies right, and getting the institutions right increasingly raises critical eyebrows. Best practices cannot be far away from the conceptual dustbin, condemned as it often is for mistaken assumptions about institutional isomorphism. Universal standards, important in setting international development agendas, have also proved to be particularly unrealistic and frustrating, especially for countries that have the farthest to go. Moreover, assumptions about the predictability of relationships between policy actions and their consequences have often been shown to be hollow. Adapted from the source document.