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

In 2012, Senegal adopted results-based management (RBM) as an education governance strategy in line with organizational changes imposed in an international post-bureaucratic context meant to improve practices and performance. This article analyzes the effects of organizational changes on Education and Training Inspections (ETI), decentralized intermediate structures, and important stakeholders in performance contracts signed between central, intermediate and local levels. In light of the organizational changes implemented, ETI performances were studied to find out if they influenced the environment of these structures. The theoretical framework, inspired by the production performance model of Van Dooren and his collaborators, identified the objectives, inputs and activities mobilized by the ETIs to produce results and effects on the education governance environment. The methodology follows two steps: first, a textual analysis on the organization and operation of ETIs to study the organizational changes; second, individual interviews with thirteen stakeholders, one from the Ministry and twelve from a sample of four ETIs, with the purpose of collecting their impressions on the organizational changes and their effects on the environment of these ETIs.