Intergovernmentalizing The Classroom

Each issue concentrates on a different topic.

The majority of the world’s children live in countries where local governments are responsible for the provision of basic education services. Although subnational governments manage their own education systems, they often rely on transfers from the central government for funding. The main purpose of this study is to assess how these fiscal transfers affect public funding for education and how they ultimately affect student schooling and learning outcomes. Through a careful analysis of how fiscal transfers have affected education systems in different contexts, the investigation develops a set of principles to support improvements in the design and implementation of transfer systems with a specific focus on the provision of education services. The study is centered on seven country case studies that aim to answer a set of common research questions using a similar approach. Country case studies were conducted in Brazil, Bulgaria, China, Colombia, Indonesia, Sudan, and Uganda. The analysis shows that fiscal transfer mechanisms can improve the adequacy of public education spending, reduce spending inequalities between regions, and improve spending efficiency. Moreover, the study highlights that carefully designed and implemented transfer systems can help raise overall education outcomes and reduce education inequality. This publication was funded by a grant from the Results in Education for All Children (REACH) trust fund at the World Bank. REACH is supported by the government of Germany through theFederal Ministry for Economic Cooperation and Development, the government of Norway through NORAD, and the government of the United States of America through the U.S. Agency for International Development.

America's complex system of multi-layered government faces new challenges as a result of rapidly changing economic, technological, and demographic trends. An aging population, economic globalization, and homeland security concerns are among the powerful factors testing the system's capacity and flexibility. Major policy challenges and responses are now overwhelmingly intergovernmental in nature, and as a result, the fortunes of all levels of government are more intertwined and interdependent than ever before. This volume, cosponsored by the National Academy of Public Administration (NAPA), defines an agenda for improving the performance of America's intergovernmental system. The early chapters present the current state of practice in intergovernmental relations, including discussion of trends toward centralization, devolution, and other power-sharing arrangements. The fiscal underpinnings of the system are analyzed, along with the long-term implications of current trends in financing at all levels. The authors identify the principal tools used to define intergovernmental management–grants, mandates, preemptions—in discussing emerging models and best practices in the design and management of those tools. In tergovernmental Management for the 21st Century applies these crosscutting themes to critical policy areas where intergovernmental management and cooperation are essential, such as homeland security, education, welfare, health care, and the environment. It concludes with an authoritative assessment of the system's capacity to govern, oversee, and improve. Contributors include Jocelyn Johnston (American University), Shelley Metzenbaum (University of Maryland), Richard Nathan (SUNY at Albany), Barry Rabe (University of Michigan), Beryl Radin (American University), Alice Rivlin (Brookings Institution), Ray Sheppach (National Governors Association), Frank Shafroth (George Mason University), Troy Smith (BYU–Hawaii), Carl Stenberg (University of North Carolina), Carol Weissert (Florida State University), Charles Wise (Indiana University), and Kenneth Wong (Brown University).