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Measuring decentralisation: the case of Kerala (India)
Author(s) -
John M. S.,
Chathukulam Jos
Publication year - 2003
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.277
Subject(s) - decentralization , context (archaeology) , devolution (biology) , scale (ratio) , political science , development economics , economic system , economics , sociology , geography , law , cartography , archaeology , anthropology , human evolution
Abstract Attempts at measuring decentralisation are still in an underdeveloped stage. The reason for this lies in the failure to devise common standards against which measurement is possible and the lack of consensus about the very meaning of decentralisation. An attempt to measure decentralisation was made by Vengroff and Ben Salem in the context of Tunisia nearly a decade ago. An expanded and adapted version of this model is used to measure decentralisation in Kerala using the same judgmental criteria that they used after involving a panel of nine experts. These experts had a fairly good understanding of the practice of decentralisation to score on the basis of the adapted criteria. An ideal form of decentralisation envisaged in this measurement exercise is devolution. It has been found that on a scale ranging between 0 and 5, the state of Kerala obtained a score of 2.00 in spite of the fact that the investment that the state had made in decentralisation has no parallels anywhere in the developing countries. Such a low score, despite the much publicised campaign for decentralisation, was due to the focus on planning rather than on decentralisation issues. Attempts to measure decentralisation will not only enable us to develop more contextually valid measures of decentralisation, but also contribute to the clarification of the concept of decentralisation, particularly by identifying aspects neglected hitherto. Copyright © 2003 John Wiley & Sons, Ltd.