Decentralization in Ethiopia

Abstract

Ethiopia officially launched the District Level Decentralization Program (DLDP) by the year 2002. The program flagged core objectives such as institutionalizing viable development centers at local levels, deepening devolution of power, enhancing the democratization process through broad-based participatory strategy, promoting good governance and improving service delivery. Since the inception of this program two strategic planning terms (one strategic term is five years) have already elapsed and the third is in a process. However, various program implementation reports and results on the ground narrowly justified the success of this program. Perception, conscious and voluntary participation of all the various stakeholders in general and communities at grassroots level in particular were not as apparent as initially desired. Thus, a cross-sectional, embedded single case study, which is essentially qualitative, was conducted in Dendi district of Oromia State to find out how this program proceeds, focusing on: institutional strengths, transfer of authority and resource, implementation, perception and participation of the stakeholders and actual benefits gained at grassroots level. Data were collected through interviews, observation and focus group discussions. Conceptual analyses and explanations were presented to show how the program progressed and stumbling blocks encountered. While the theory of democratic decentralization was taken as a domain theory, theories such as neopatrimonialism, congruence, equilibrium view of institutions, sequential theory of decentralization and other theories relating to people’s participation were selectively reviewed in the literature and pervasively taken on when successive analyses, explanations and reflections were made. The findings indicate a need for more focused and planned approaches for the success of the program. Institutionalizing the district and the lowest tiers has not yet been achieved. While no inconsistency was observed in models used to transfer resources and authority, shortages and lack of dynamic capability of local implementers to properly utilize the power and resources transferred were evident at all levels. Perception and participation of stakeholders is an area that needs a paradigm shift. Achievements on the ground have not yet justified the efforts made or the program goals. Besides generating valuable ideas for scientific discourse, critical reflections and a set of proposals and recommendations - as possible solutions for some of the problems observed - have been provided in this work. Introduction of appropriate planning, enhancing the capability of local bodies to match the ever changing local and global conditions, rethinking on certain policy and program changes and meaningful participation of stakeholders, efficient use of available resources, etc. were among issues identified for consideration.