"And now the end is near and so I face the final curtain" - Frank Sinatra
I left the UK on VS069 for Kingston, Jamaica on September 4, 2008 bringing to a closure a very important chapter in my life. I was filled with mixed emotions! Yes I had developed more than a fleeting relationship with the life and culture of London. I somehow started to miss going out and about in London, discovering new places, food etc. But I miss my new found friends the most, those with whom I had spent one year studying and lyming. I miss walking the corridors of LSE and all the sights and sounds but it was only for a time. I received a very good education at LSE and it was the realisation of a lifelong ambition to study there. My return to Jamaica is filled with possibilities and I will once again see and be in close reach of my family and friends.
I reflect on my time in the UK and must express my heartfelt gratitude to the Foreign and Commonwealth Office for the provision of the scholarship; my supervisor Dr. Martin Lodge who guided and shaped my education; my family and friends for seeing me through especially my sister Pamella, mom Clarice and dear fiance Andrew (we can now finally focus on our life together).
Wednesday, 10 September 2008
Tuesday, 2 September 2008
School is all over
I cannot believe it. School is all over. I submitted my thesis on August 27 and my my was it a relief. The abstract is as follows and yes it has changed significantly from the initial one. I must say though that conducting this research was very enriching. I learnt so much about public management and policy transfer. I also now have a much clearer understanding of how to execute management reform.
Abstract
The literature on cross-national policy transfer indicates that policy failure is almost certain when the policy of a developed country is transferred to a developing country. This is especially the case in public sector reform with some scholars arguing that new public management (NPM) is inappropriate for developing countries. Nevertheless international financial institutions like the World Bank have circulated NPM reforms as models for solving public administrative problems irrespective of cultural, economic and political differences.
The Public Sector Modernization Project in Jamaica serves as an exception to the conventional view of policy transfer failure. It has been successful to date and the reform pattern is set to continue. This mixed-methods research investigates why Jamaica adopted the British EA model in the reform of its public sector given the prevailing ideas on policy transfer. It argues that mimetic processes and coercive isomorphism influenced the adoption of the model but more so the latter. Normative pressures played an insignificant role in the transfer.
The transfer process was one of emulation as opposed to a straightforward copying. The implementation was slower than normal and was deliberate on the part of the Jamaican government in order to test the model and provide for unintended consequences. The end result is the creation of eight executive agencies that have performed creditably to date in key performance indicators. As such this research opens up the discourse on cross-national policy transfer by arguing that although the reform in Jamaica is not in an advanced stage, certain patterns of success have started to emerge which defy conventional wisdom on policy transfer.
The literature on cross-national policy transfer indicates that policy failure is almost certain when the policy of a developed country is transferred to a developing country. This is especially the case in public sector reform with some scholars arguing that new public management (NPM) is inappropriate for developing countries. Nevertheless international financial institutions like the World Bank have circulated NPM reforms as models for solving public administrative problems irrespective of cultural, economic and political differences.
The Public Sector Modernization Project in Jamaica serves as an exception to the conventional view of policy transfer failure. It has been successful to date and the reform pattern is set to continue. This mixed-methods research investigates why Jamaica adopted the British EA model in the reform of its public sector given the prevailing ideas on policy transfer. It argues that mimetic processes and coercive isomorphism influenced the adoption of the model but more so the latter. Normative pressures played an insignificant role in the transfer.
The transfer process was one of emulation as opposed to a straightforward copying. The implementation was slower than normal and was deliberate on the part of the Jamaican government in order to test the model and provide for unintended consequences. The end result is the creation of eight executive agencies that have performed creditably to date in key performance indicators. As such this research opens up the discourse on cross-national policy transfer by arguing that although the reform in Jamaica is not in an advanced stage, certain patterns of success have started to emerge which defy conventional wisdom on policy transfer.
Notting Hill Carnival
I heard it was the biggest carnival in Europe and I was eager to experience it!! My gosh it was crowded. I have never seen so many people in my life. Enjoy the pics (videos not uploading).
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