Effects of changes in decentralized education structures in Senegal in the context of results-based management

Since 2012, Senegal has adopted results-based management (RBM) as an education governance strategy, in line with organizational changes imposed by a post-bureaucratic international context aimed at improving practices and performance. This article analyzes the effects of organizational changes in the Education and Training Inspectorates (IEF), decentralized intermediate structures and important stakeholders in performance contracts signed between the central, intermediate and local levels. In light of the organizational changes made, the performance of the IEFs was studied to see whether the latter influenced the environment of these structures. The theoretical framework, inspired by the performance production model of Van Dooren and his collaborators, made it possible to identify the objectives, inputs and activities mobilized by the IEFs to produce results and effects on the environment of education governance. The methodology follows two stages: first, a textual analysis relating to the organization and functioning of the IEFs in order to study organizational changes; then, individual interviews conducted with thirteen actors and actresses, one from the Ministry and twelve from a sample of four IEFs, in order to gather their impressions on organizational changes and their effects on the environment of these IEFs.