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Public Sector Reform: Implications for Accountability

Public Sector Reform: Implications for Accountability. John Halligan University of Canberra Address to ACAG-CLOLA & IPAA Forum Melbourne, 9 April 2008. Overview. Consequences of the reform era Implications of reform for accountability Performance management? Web of accountability

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Public Sector Reform: Implications for Accountability

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  1. Public Sector Reform: Implications for Accountability John Halligan University of Canberra Address to ACAG-CLOLA & IPAA Forum Melbourne, 9 April 2008

  2. Overview • Consequences of the reform era • Implications of reform for accountability • Performance management? • Web of accountability • Accountability vulnerabilities & capacities

  3. Public sector reform • Reform era for Anglophone countries • Comprehensive & systemic • Sustained over 2+ decades • Different reform patterns • Style spectrum: radical to steady • Role of administrative traditions & context

  4. Impacts in 21st century • Change processes • Multiple generations of reform • U-turns, side-turns, back-flips • Learning from experimentation, digesting fads & understanding that cycles still applied • Syndromes: Chronic reformism • Impacts • Improved public management & governance • Contradictions, hybrids

  5. Public sector images • Public sector imagery • Competing policy systems • Contending models (Westminster vs NPM) • Layers • Accountability paradox • Is the system balancing out over time? • Integrated governance as short term

  6. .

  7. Comparing official models & practice Framework for Managing Performance .

  8. Management performance: ideal types & countries .

  9. Questions & Challenges • Country & agency variations • How well framework is working • Top-down & collaborative complexities in multi-level governance (vertical) • Horizontal divisions (eg divided government) • Quality of implementation & performance info • Disconnects • Outcomes & outputs – specification & links • Internal management & performance information • Outcomes & citizens • Extent of alignment and integration

  10. Contradictions on Performance What makes for high performance systems? Comprehensiveness Vertical integration Balancing top-down & bottom-up approaches Central agency guidance & information processing Political oversight & commitment Managing for performance in Anglophone systems: a turning point? New consensus: belief in concept, but what of practice? Reconciling official performance & strategic frameworks Towards narrowing the gap & supporting implementation

  11. Web of Accountability Legislative politicians Executive politicians 1 3 5 2 6 Administration 4 Citizen .

  12. Accountability: Parliament & Politicians • Parliament/Legislatures • Westminster – traditional, modified, transitional • Public Accounts plus for committee work • Using of information produced by committees – Aust parliament – 3220 reports over three decades – Effectiveness of investigative, legislative & scrutiny roles • Politicians & performance • System as good as their limitations • Demand & supply: reporting what’s wanted • Flashing scorecards to get attention?

  13. Accountability & Governance • Fallout & complexities under governance • Citizen engagement • E-governance • Corporate governance frameworks & practice • Third parties & partnerships • Multi-level governance • Performance paradox • Comparative benchmarking • Accountability capacity & integrity?

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