Decentralisation of development, its apparatus and implementation, is a growing trend in public administration where systems approach is principally being driven by a strong desire for increased participation of citizens and the private sector in governance.

Indeed, it is a bold departure from the top-down bureaucratic order to a more horizontal and consultative approach where power is devolved to those in the lower rungs of the hierarchy. When such power is shared with the community through dialogue in the planning and execution of development programmes, it takes on a broader dimension.

Increased participation

Decentralisation promotes participation and strengthens democracy. So, it is important to take into account its social and political implications. In this case, the framework and decentralization process may be defined as the two essential elements 

Politics cannot be completely ruled out because it may be used, albeit covertly, to make sure that the ruling party's development agenda and policy stance are successfully realised, as well as to maintain the party's electoral support. 

Obtaining a clear and comprehensive description of the structure, process, empowerment capacity, power relations, and community engagement regarding decentralisation may need to be established at the outset.  It enables the people across communities to gain understanding of the challenges and prospects. 

In the context of the current administration in Sarawak, the process of decentralisation involves giving lower- and middle-level bureaucratic jurisdictions, such as district councils and regional development agencies, responsibility over administrative control and decision-making, replacing the central administration.
  
Birth of nine development agencies

The Premier, Datuk Patinggi Tan Sri Abang Haji Johari Tun Abang Haji Openg, acknowledges that excessive centralization would make it difficult to successfully accomplish the goals set forth for the many areas that fall within the purview of Sarawak’s nine development agencies. Hence, regional development agencies take over those responsibilities which have hitherto been centrally controlled. 

The intricacy of the top-down administrative structure and the unfriendliness of geographic area and distance pose constraints that would not be conducive to the centralization strategy. Therefore, the leadership of the took the wise decision to adopt a decentralisation approach in the administration and management of the nine development agencies that had been established. It is basically a decentralisation of power that covers the full gamut of decision making, implementation and evaluation

Decentralisation

Today, decentralisation is a key component of the Sarawak government's strategy to expedite economic growth and streamline state administration in order to guarantee efficient delivery of development projects and their successful execution Ultimately, the aim of decentralisation is to restructure the government apparatus to enhance its capacity to deliver effective and efficient services to the people. 

The government of Sarawak has established nine development agencies and each of them has been tasked with creating the strategies, plans, and implementation schedules for the socioeconomic projects for their respective regions. Of importance to note is that these agencies have been empowered to exercise administrative control and make decisions on matters pertaining to development and budgetary planning of projects. 

Each of these agencies will be allocated RM1.5 billion, to be utilized within three years, and after that, additional funding can be sought for new projects which are deemed useful and relevant to the local community. The projects will be based on the needs of the grassroots, and the decision will involve the local leaders.

The decentralisation strategy gives the nine development agencies the authority to plan and embark on social and economic initiatives on their own, as long as they keep the needs and expectations of the local community in mind.

Empowering local community leaders 

In this context, the local community leaders are an important link and their voices must be heard and heeded by the CEOs or managers of the development agencies. To act otherwise may be courting problem with the local community and incurring the wrath of Petra Jaya. 

The community is crucial for the development agencies. It factors as an integral part of the development continuum from project planning to implantation and evaluation. In this, the development agencies are to prioritise goals beyond merely profitability and physical success and, in so doing, take into account the community's demographics and socio-economy.
 
Effective community participation in development programmes must be fully embraced by the regional development agencies as a core value in their agenda if communities are to achieve sustainable development. When a programme is not sustainable, its impacts diminish, resulting in unmet expectations and affecting the community's overall development efforts. 

People-centricity

Trust that cuts both ways is an important binding factor, the absence of which may cause a fracture in te relationship between the development agencies and the community. 

Community centricity, supported by devolved power, has become a central theme for development agencies, driving the formulation of new initiatives. These agencies and their planners are ethically obligated to engage with and listen to the communities they serve.