This concluding chapter argues that decentralisationDecentralisation in ZimbabweZimbabwe is not merely an administrative reform, but a deeply political process rooted in the country’s historical and institutional evolution. It stresses that for decentralisationDecentralisation to contribute meaningfully to sustainable developmentSustainable development, it must be viewed as a transformative StateState-building process that redefines power relations between the StateState and institutions of government. The chapter highlights how different variants of decentralisationDecentralisation coexist and often conflict, affecting policy implementation and governanceGovernance outcomes. Although there’s been consistent public support for devolutionDevolution in the national dialogues, in practice the dominant forms of decentralisationDecentralisation are reflected through deconcentration and delegation. ZimbabweZimbabwe’s experience demonstrates how political will, institutional clarity, and administrative capacity are essential to bridging the Centre-Local divide. The book presents decentralisationDecentralisation as a multi-sectoral and multi-level governanceGovernance framework that involves deconcentration, delegation, devolutionDevolution, and privatisation. In the case of ZimbabweZimbabwe, this process extends beyond local government to include ministries, commissions, agencies, and stateState-owned enterprises. Deconcentration refers to the transfer of responsibilities to regional offices, whilst delegation involves assigning tasks to semi-independent bodies. DevolutionDevolution gives local authorities greater control over decision-making, and privatisation brings in private companies to deliver public services. For decentralisationDecentralisation to support sustainable developmentSustainable development, it should foster local empowerment, improve service deliveryService delivery, and help reduce poverty.