Managing Public Accountability: How Public Managers Manage Public Accountability

Accountability is of growing importance in contemporary governance. The academic literature on public accountability is fraught with concerned analyses, suggesting that accountability is a problematic issue for public managers. This article investigates how public managers experience accountability and how they cope with accountability. The analysis highlights a number of ways in which public managers do indeed “suffer” from accountability, although, conversely, most of the respondents were able to identify strategic coping mechanisms with which apparently problematic accountability requirements can be converted into practically useful procedures.     

Public Sector Reform in Central Asia and the Caucasus

Many developing countries are constantly seeking to reform their public services as part of a wider agenda which supports moves to a market economy and better governance arrangements. Some have embraced public management reforms as the template for their activities with limited success. This paper considers existing research on the impact of public sector reform in developing countries and offers an alternative approach, through case studies of Azerbaijan, Georgia and Kazakhstan, based on two keys elements: an agenda which attempts to shift developing countries to an outcomes based accountability approach operationalized through a “quality of life” framework; and, peer‐to‐peer learning.     

Ombudsman for Bangladesh: Theory and Reality

Abstract

Although the term “Ombudsman” is a relatively unfamiliar term in Bangladesh in general, it is widely used and is a practiced technique of ensuring administrative accountability and transparency in western developed countries. The offices of Ombudsmen, as currently found in an increasing number of countries, are institutions of government design to meet the perceived needs as to both out come and process. Their objectives are to secure fairness, integrity, accountability and efficiency in public affairs, by methods conductive to promoting confidence in all institutions of the state. In reality the Ombudsman's office is seen as an institution, which has been established in regional jurisdictions in order to promote high standards of public administration and management, and to protect the right of citizens in their dealing with government. In this article, an attempt is made to analyze the role of the “Ombudsman” concept and why it is needed and how it can be institutionalized in Bangladesh. In doing so, the article has been divided into two parts. Part I discusses the conceptual framework of the Ombudsman while part II throws light on the prospects and problems of this concept in Bangladesh as attempts are being made to establish the office of the Ombudsman.     

Stakeholder Engagement in Public Sector Agencies: Ascending the Rungs of the Accountability Ladder

In the current era of public demand for increased accountability from government, stakeholders expect their government and its agencies to consult constituents and provide them with an opportunity to have a say in strategic direction. Indeed, stakeholder engagement is very prevalent and is viewed as a vital component of accountability. Consequently, there is an increasing trend for governments and their agencies to consult stakeholders on issues ranging from budgets to strategic plans of departments and agencies.

This article argues that consultation extends beyond the dissemination of information and participation in surveys and focus groups in order to ensure that public sector agencies have sufficiently demonstrated accountability through consultation. Rather, the true substance of consultation is providing an opportunity for stakeholders to have a say in the organization by advancing their own proposals regarding its strategic direction.     

RECENT TRANSITION IN GOVERNANCE IN SOUTH ASIA: CONTEXTS,DIMENSIONS, AND IMPLICATIONS

There has been a paradigmatic shift in the mode of governance in capitalist nations, developing countries, and postcommunist states. Under the newly emerging neoliberal state, which has largely replaced other state formations, public governance has undergone significant transformation. In comparison with the earlier mode, the new mode of governance has the objective of narrow economic growth rather than overall development, the role to support rather than lead service delivery, the structure of managerial autonomy rather than accountability, and the standards based on business norms rather than public ethics. This mode of governance, which emerged in advanced industrial nations, has been extended to most developing countries, including those in South Asia. This paper explores the origins and trends of recent changes in governance in South Asian countries, and evaluates the critical implications of such changes for various dimensions of society in these countries.     

Public Administration in the Middle East and North Africa

ABSTRACT

This article highlights the objective of the special issue which is to understand the status of public administration in six profiled countries – Egypt, Jordan, Lebanon, Libya, United Arab Emirates (UAE), and Turkey – in the Middle East and North Africa (MENA). The special issue explores public administration as a concept—the diversity of guiding general principles that determines how governments administer the affairs of state in the context of their governance frameworks—and as praxis—the diversity of public administration structures, procedures and practice, and reform initiatives. It is evident that the countries profiled have adopted a mode of public administration and governance that mirrors its history, and its cultural, geo-political, socio-economic, and conflictive environments. In this context, the editors hope that the articles presented in this special issue will contribute to advancing the public administration literature in MENA.     

Accountability by Professionalism or Managerialism? Exploring Attitudes Among Swedish and Norwegian Local Government Leaders

Most developed countries continue to experience problems with malfeasance and corruption, making accountability a fundamental concern of the public government. Still, the mechanisms which ensure accountability are not given. This article explores two different and apparently conflicting principles of accountability in public organizations: “Professionalism” based on values and internalized incentive structures and “Managerialism” based on externalized incentives and hierarchy. The empirical analysis is based on a comparative survey among local government leaders in Sweden and Norway. The analysis shows that both professionalism and managerialism are regarded as important means for accountability and tend to be understood as complementary more than competing principles.     

Reinventing Governance for Performance in South Asia: Impacts on Citizenship Rights

Abstract

In line with the global trend of “reinventing governance” based on market‐driven policies and structures, South Asian countries have adopted some major reforms in governance during the recent two decades. While this market‐led shift in governance is largely intended to enhance its performance in terms of greater efficiency and quality, there is a tendency to overlook its implications for the rights and entitlements of citizens in these countries. The article examines the basic tenets or features of this transition in governance, encompassing the replacement of public sector by private sector and the transformation of public management based on business principles. The main objective, however, is to examine the critical impacts of this new mode of governance on the political and social rights of citizens in South Asia. The article concludes by stressing the need for paying adequate attention to citizenship rights in pursuing such reforms in governance.     

Local Government Public Servants Performance and Citizens Participation in Governance in Nigeria

Abstract

This paper examines the performance of public administrators at the local government level in Nigeria. It traces the development of local governments in Nigeria from 1945 to present times. It argues that the shift in the critical decision‐making powers and functions of local government requires its public administrators to be better‐trained professionals. However, without citizens' participation in governance, public servants' accountability will be low. The study addresses the following questions: How do public sector performance and development of actions by citizens affect accountability in the local governments? How much training do public administrators in Nigeria's local governments have in public management? What is the relationship between performance and citizenship participation in local governments' development process? The question of interests in this study is how public administration at the local government level can better serve Nigeria's communities and in so doing develop authentic relationship with citizen groups, and equitably enhance public trust, legitimacy, and performance of the public sector in the nation.     

Money,people or mission? Accountability in local and non-local NGOs

Little is known about how ownership affects accountability in non-governmental organisations (NGOs). This article explores differences between locally- and non-locally-owned NGOs in South Africa. Our data suggest that locally-owned NGOs more often claim to implement downward and internal accountability mechanisms, while non-local NGOs more often claim to implement upward accountability mechanisms. Bigger NGOs also perform better at downward and upward accountability mechanisms than smaller ones. The data suggest there is much these organisations can learn from each other to strengthen their accountability mechanisms. Furthermore, assuming there is a positive relationship between local ownership and development effectiveness, these findings may have important implications in furthering effective development interventions.     

Post-Accra: is there space for country ownership in global health?

Abstract

On 4 September 2008 the Accra Agenda for Action, which emphasised that country ownership over health must be strengthened, was agreed upon. While the Agenda for Action, which builds on the 2005 Paris Declaration, is a major step forward, there are still structural factors that impede developing country ownership in health. This paper outlines the key issues in the governance and resourcing of public health in low- and middle-income countries focusing on three major structural challenges for developing countries: the proliferation of initiatives, donor influence on priority setting and donors' lack of accountability, and the sustainability of current levels and types of external financing. How can these structural obstacles be overcome? Three avenues hold considerable promise: creating new mechanisms to hold donors to account, developing national plans and strengthening national leadership in health, and building South–South collaborative networks through bilateral, multilateral and plurilateral relations.     

Emerging Challenges to the Public Capacity in the Era of Evolving Public Administration: Toward Collaborative Public Management

New paradigms of public administration have been introduced in government in order to cure administrative ills around the world. Various trajectories of public sector reforms have been actively introduced in many countries and the benefit of shifting to new paradigms of public administration has been well documented. However, the cost or the consequence of public sector reforms remains understudied. Accordingly, the purpose of this article is to deal with the consequences of the paradigm change of public administration and government reform because the author sees that the public capacity has declined or at least not improved in recent years while a wide range of innovations have been carried out by many governments under the New Public Management and governance perspectives. This article first looks at the evolution of public administration and its implication, followed by a discussion on government reform and its unintended consequences, and governance change in South Korea. Then various issues on new challenges such as the lack of the public capacity, and new tasks such as capacity building and calls for curriculum development, will be elaborated, followed by conclusions.     

Accountability and hybridity in welfare governance

Hybridity has become a central characteristic of accountability in public governance. Contemporary service delivery is increasingly defined by the mixing and layering of public, market and social accountability regimes operating as overlapping ‘hybrid’ accountability arrangements. Although hybrid accountability is not a new phenomenon, recent trends have accelerated the process of hybridization, particularly in welfare state governance. In this symposium, we seek to advance our understanding of the under-theorized concept of hybrid accountability and empirically examine what is actually going on. In this introductory article, we put forward a definition of what hybridity means in public welfare governance and explore its origins and dynamics. We then present the articles of this symposium, showing how they go beyond fixed and static typologies to grasp the dynamics of interactions between actors, values and mechanisms under hybrid accountability. We conclude by reflecting on a future research agenda for studying hybrid accountability arrangements.     

Linkages between Globalisation,Carbon Dioxide Emissions and Governance in Sub-Saharan Africa

ABSTRACT

This study investigates linkages between environmental degradation, globalisation and governance in 44 countries in Sub-Saharan Africa using data for the period 2000–2012. The Generalised Method of Moments is employed as empirical strategy. Environmental degradation is proxied by carbon dioxide emissions whereas globalisation is appreciated in terms of trade openness and net foreign direct investment inflows. Bundled and unbundled governance indicators are used, namely: political governance (consisting of political stability/no violence and “voice & accountability”), economic governance (encompassing government effectiveness and regulation quality), institutional governance (entailing corruption-control and the rule of law) and general governance (a composite measurement of political governance, economic governance and institutional governance). The following main finding is established. Trade openness modulates carbon dioxide emissions to have positive net effects on political stability, economic governance, the rule of law and general governance.     

Slapping Accountability in the Face: Observance of Accountability in Malawi's Local Governments in the Absence of Councilors

Against the background of Malawi having had no councilors since the second quarter of 2005, this article aims at establishing the effects of the absence of councilors on the promotion of accountability as a tenet of good governance as espoused in the National Decentralization Policy. Adopting a mixed research design with a strong bias towards qualitative research methodologies, the article finds out that in the absence of councilors, observance of accountability by local governments has been negatively affected. The article argues that in the absence of councilors there has been reversal of accountabilities whereby horizontal accountability has been given more emphasis than vertical accountability; having a secretariat that is both a decision-maker and implementer of decisions has been a recipe for abuse of power; and interim mechanisms and emerging institutions responsible for advocating accountability are limited and a mockery of good governance.     

Explaining and Justifying Authoritative Decisions: The Case of Controversial Facilities for the Homeless in Rotterdam

Abstract

This article analyses the ways in which local executive leaders rendered account for the decisions taken on where to locate 19 controversial facilities for the homeless in the Dutch city of Rotterdam. Despite the non-participatory nature of the decision-making process, executive leaders acquired a remarkable level of authority for their decisions. The analysis suggests that the accountability strategies employed by local executive leaders contributed substantially to this success. Specific ways of rendering account for the decisions made concerning the locations enabled local executives to develop the political repertoires necessary to make the authoritative decisions they deemed indispensable. Most important among these ways were the executives' recognition of the importance of forming direct, informal accountability relationships with local residents, the proactive rendering of account and the executives' partial control over the forums to which account was rendered. The author concludes that an authoritative ‘Decide - Announce - Defend’ approach may not yet be out of fashion in modern local governance. The findings suggest that we will better understand the practice of public accountability if we supplement the existing conceptual frameworks for analysing and assessing public accountability arrangements with an alternative conception of accountability that focuses on the strategic aspects of rendering account. ^{1 1.}?An earlier version of this article was presented at the 2009 EGPA Permanent Study Group Local Governance and Democracy, in the section themed New Forms of Local Democracy. The author thanks two anonymous reviewers for their constructive comments on an earlier version of the article.      

Public Service Recruitment Practices and Implications for Sustainable Development in Ebonyi State,Nigeria

ABSTRACT

Despite several reforms in Ebonyi public service, little or no indices of sustainable development has been recorded in decades. This study aims at examining the aspect of recruitment processes and how guaranteed Sustainable Development Goals (SDGs) attainment is affected. The findings drawn from three different ministries in Ebonyi State Civil Service (EBSCS) reveal that the processes of recruitment are characterized by nepotism, political interference devoid of merit, and professionalism. This implies that guaranteed sustainable development in Ebonyi state is at risk of attainment. This conclusion proves the relationship between Public Service Recruitment (PSR) processes and development. In view of the above, it argues that a new PSR reform should be instituted if the country is to achieve the targets set in the SDGs. This is hoped to promote accountability, transparency, and sound administrative governance in the public sector.     

The Road to Good Governance: Via the Path Less Accountable? The Effectiveness of Fiscal Accountability in Liberia

Accountability mechanisms are touted as a path to “good governance.” But are accountability mechanisms a sure route to achieving the objectives of “good governance”? Limited case studies have offered inconsistent evidence (Blair, 2000 Blair, H. 2000. Participation and accountability at the periphery: Democratic local governance in sex countries. World Development, 28(1): 21–29. [Crossref], [Web of Science ®] , [Google Scholar]; Charlick, 2001 Charlick, R.B. 2001. Popular participation and local government reform.. Public Administration and Development, 21: 149–157. [Crossref], [Web of Science ®] , [Google Scholar]; Devas &; Grant, 2003 Devas, N. and Grant, U. 2003. Local government decision-making-citizen participation and local accountability: Some evidence from Kenya and Uganda. Public Administration and Development, 23: 307–316. [Crossref], [Web of Science ®] , [Google Scholar]). But empirical evidence of the relationships among principles of good governance—high citizen participation, low levels of corruption, high-quality service delivery—and accountability mechanisms is lacking. We examine the effectiveness of accountability mechanisms in Liberia and find relationships between measures of county level fiscal accountability and measures of good governance do not always produce expected results, making fiscal accountability mechanisms no guarantee for achieving goals of good governance.     

Localism and Accountability in a Post-Collaborative Era: Where Does It Leave the Community Right to Challenge?

Since the establishment of subsidiarity in the early 1990s, the European-wide move to devolve governance has been interpreted by previous and present UK governments adopting differing ideological positions within a ‘localism agenda’. Interpretations have changed the dynamics of the community right to challenge, as well as the structure and mechanisms for community accountability. This article adopts the typology of forms of local governance developed by Lowndes and Sullivan (2008, How low can you go? Rationales and challenges for neighbourhood governance. Public Administration, 86 (1), 1–22) to explore the hypothesis that the localism agenda realigns the synergy between neighbourhood rationales; citizen engagement in service delivery and the opportunity for public scrutiny and accountability. It concludes that opportunities for communities to challenge service delivery and ensure increased accountability to the local level will be tempered by increased complexity and demands on local authorities to develop new relationships with both service users and providers.     

Governance in a Globalizing World

ABSTRACT

The capacity of a governance system to act and the integrity of its actions are increasingly recognized as foundations to society’s advancement and development. Globalization influences on governance, particularly its administrative side, are creating new needs and demands. Even when the outcome of globalization is debatable, its impact on today’s public managers clearly calls for expansion of their intellectual horizons and refinement of their operational skills. Managers must improve their communication and negotiation skills, conform to higher standards of accountability, transparency, and ethics, and master the complex new technologies within e-government. In fostering reform, public institutions must rely on their own internal learning processes while adapting to international standards and practices. The lesson: Within the still-unfolding global conditions, systems of governance everywhere have a choice of adapting or losing the game.