Efficiency Measurement in Spanish Local Government: The Case of Municipal Water Services

In this work, we established a procedure for evaluation of the efficiency of the water supply. This procedure has allowed us to find that the proposed indicators have a discriminating capability in the analysis of the service, and to reject criticisms traditionally assigned to the sensitivity of the data envelopment analysis (DEA) technique in relation to degrees of freedom. The results obtained show that the population density, as a factor that defines one of the particular characteristics of the surroundings of each municipality, has a statistically significant impact on the indexes of efficiency, this affirmation not being extended to the public or private ownership of the service. The scale inefficiency is higher than the technical inefficiency. These typologies of efficiency are, principally, motivated by the supply side of the service, which is specially linked with the necessary infrastructure. The demand of the citizens is satisfied with a behavior close to optimal.     

Efficiency Measurement in Australian Local Government: The Case of New South Wales Municipal Water Services

Australian local government has experienced a series of reforms directed at increasing economic efficiency. An important element in the reform program has been the development of a number of partial indicators of local government service delivery in the states and territories. This paper attempts to augment this literature on performance measurement in Australian local government by using data envelopment analysis (DEA) with holistic indices of allocative and technical efficiency in New South Wales (NSW) municipal water services. It also seeks to incorporate qualitative indicators into efficiency measures. “Best-practice” councils are identified and the underlying causes of municipal water service efficiency are analyzed.     

Social Accountability and Institutional Change: The Case of Citizen Oversight of Police

This article examines the ability of social accountability to spur gradual institutional change at the municipal level, using the case of citizen oversight agencies (COAs) for police agencies. Using the gradual change framework and the social accountability framework to guide the empirical strategy and data collected through an original survey of COAs, the authors test the impact of COAs on institutional outcomes in policing. We find that, in accordance with the gradual change framework, the degree to which a COA reduces racial disparity in policing outcomes depends on its scope of authority and the degree of discretion afforded by existing institutions to police officers. In general, the wider the scope of authority, and the broader the discretion afforded by existing institutions, the greater the likelihood of change in institutional outcomes.     

Performance and Accountability: Budget Reform in New Zealand

Since 1984, New Zealand has made major changes in public sector management. This article describes the perceived problems with the previous New Zealand system and discusses the reforms designed to address these problems. The changes attempt to increase efficiency by: (1) separating commercial functions from other government operations; (2) strengthening lines of ministerial and executive accountability; and (3) designing budget and financial management systems to improve measurement of public sector performance. This last reform includes shifting from an input to an output-based system, changing from cash to accrual accounting, and creating different forms of appropriations for different types of government activities. While it is too early to assess whether the reforms are successful, we note potential problems.     

Accountability and Entrepreneurial Public Management: The Case of the Orange County Investment Fund

This article presents a conceptual framework that illustrates four distinct types of accountability environments facing public managers. The framework is used as a heuristic tool to examine the broad facts and contexts surrounding the bankruptcy of the Orange County, California investment pool. The framework also suggests management philosophies and strategies that are appropriate for each type of accountability environment.     

Promoting Public Service Integrity: A Case for Responsible Accountability

We discuss below difference between the concepts of accountability and responsibility, in the context of government administration. We argue that New Zealand's public sector reforms, in particular, have depended on an essentially mechanistic as distinct from an organic interpretation of public organisations. A mechanistic approach focuses disproportionately on notions of organisational accountability at the expense of responsibility, and as a consequence may prove counterproductive over the longer term in maintaining high standards of ethical probity. A concept of responsible accountability needs to be developed further as a means of countering this possibility. We speculate on whether the emphasis on contractualism has enhanced or undermined an integrity-based as opposed to a compliance-based ethics regime, and the possible implications of this for the maintenance of ethical standards.     

Managerialism, Accountability and Democracy: A Victorian Case Study

Managerialism has made a substantial contribution to providing a more cost conscious, efficient and effective public service. But the Victorian case also raises concerns about whether managerialist techniques will be pursued within a wider constitutional, political and legal framework which recognises the need for discussion, debate and accountability in democratic policy-making.     

Central-Local Government Relations in Transition: The Case of Swedish Child Care

The provision of subsidized child care has grown to become asizeable economic activity in Sweden during recent decades.This paper examines the changed financial relation betweencentral and local governments and the impact of child-caregrants on local government behaviour. We find that during anearlier regime, with a system of matching grants, localgovernments responded strongly to the incentives of the rules.This resulted in both intended and unintended outcomes, aswell as a distortion of information to the central government.Experiences from a recent transition of regime towards a kindof closed block grant system, illustrates new types ofadaptive behaviour but also the problem of finding a formulafor a fair allocation of resources among local governments.When designing a block grant system a distinction must be madebetween expenditures and resource needs; cost expenditure datado not necessarily reflect resource needs in cases where thereare national categorical equity goals related to socialservices of a merit-want character.     

Political Institutions and Economic Performance: The Effects of Accountability and Obstacles to Policy Change

Numerous analyses have been conducted on how political institutions affect economic performance. In recent years the emphasis has been on a causal logic that emphasizes institutional obstacles to policy change, such as those presented by multiple veto points. This has especially been the case when it comes to the important question of how political institutions influence governments' responses to exogenous economic shocks. We make the case for a substantial broadening of focus and show that when it comes to a major type of exogenous shock, a forced exchange-rate devaluation, variations in the breadth of accountability of the chief executive are more robustly associated with the post-shock growth recovery than variations in obstacles to policy change. We first argue that the size of the winning coalition will be positively associated with growth recoveries following forced devaluations. We then use a newly developed measure of the size of the winning coalition to test our claim. Our statistical analysis is based on a study of the responses of 44 countries to forced exchange-rate devaluations in the late 1990s.     

Accountability Mechanisms in Public Services: Activating New Dynamics in a Prison System

ABSTRACT

This qualitative study analyzes the activation of accountability mechanisms in public services and the changing dynamics between relevant actors. It remains unclear how accountability relationships emerge, when they are introduced, and under which circumstances administrative values are challenged over the course of administrative reforms. Our analysis of a Brazilian state prison system elucidates some of these elements by investigating a case in which an institutional crisis resulted in administrative reforms and new accountability dynamics. Our findings suggest that initiating accountability reforms before some services reach the level of severe crisis may be particularly difficult. We demonstrate that the development of accountability relationships is largely influenced by prominent actors capable of strategizing their actions in a collaborative fashion with other stakeholders. Additional layers of external regulation are also crucial to reduce the risks of political and regulatory capture, engage previously absent stakeholders, activate accountability mechanisms, and make reforms possible.     

Equity and Accountability: The Impact of State Accountability Systems on School Finance

Using an 11‐year panel data set containing information on revenues, expenditures, and demographics for every school district in the United States, we examine the effects of state‐adopted school accountability systems on the adequacy and equity of school resources. We find little relationship between state implementation of accountability systems and changes in school finance equity, though we do find evidence that states in which courts overturned the school finance system during the decade exhibited significant equity improvements. Additionally, while implementation of accountability per se does not appear linked to changes in resource adequacy, states that implemented strong accountability systems did experience improvements.     

Accountability or Countability? Performance Measurement in the New Zealand Public Service, 1992–2002

This article examines how output classes and performance indicators have changed between 1992 and 2002 in five selected departments of the New Zealand Public Service. Process, output and largely artificial service quality performance measures have crowded out outcome, efficiency and effectiveness indicators, across the board. Both output classes and performance indicators have been highly labile, though the reasons for this remain speculative in the meantime. The New Zealand state sector is currently implementing a ‘managing for outcomes’ strategy, intended to overcome too strong a preoccupation with the production of outputs. However, because output classes remain the key feature of the Public Finance Act 1989 the means of ensuring and demonstrating policy effectiveness must be more broadly based than a reliance on the countability of organisational output classes and performance measures.     

A Case Study: Sale of Railway Consulting Services

Queensland Rail has developed a market niche in South East Asia, where it advises on profitable narrow-guage rail operations. This article outlines the extent of Queensland Rail involvement with the region and offers practical advice for commercial dealings with one important customer, Vietnam.     

Accountability in Public Service Quasi‐markets: The Case of the Australian National Disability Insurance Scheme

Australia's National Disability Insurance Scheme (NDIS) represents the latest in a worldwide shift towards individualised funding models for the delivery of care services. However, market‐based models for care deliveries bring new considerations and dilemmas for accountability. Drawing on previous work by Dickinson et al. (2014), we examine a range of accountability dilemmas developing within the early implementation of the NDIS. These relate to accountability for the following: care outcomes, the spending of public money, care workers, and advocacy and market function. Examining these accountability dilemmas reveals differences in underpinning assumptions within the design and on‐going implementation of the NDIS, suggesting a plurality of logics within the scheme, which are in tension with one another. The contribution of this paper is to set out the accountability dilemmas, analyse them according to their underpinning logics, and present the NDIS as having potential to be a hybrid institution (Skelcher and Smith 2015). How these dilemmas will be settled is crucial to the implementation and ultimate operation of the scheme.     

Risk and the Outsourcing of Risk Management Services: The Case of Claims Management

Outsourcing of risk management activities is a well-established practice, involving a range of services from actuarial audits to loss control training to risk financing management to claims administration services. Surprisingly, little work has been done to examine the risks associated with outsourcing risk management activities. This article examines the outsourcing of claims management services by reviewing the research on outsourcing risks and by interviewing leading practitioners. In doing so, the authors draw some provisional observations about risks and risk costs associated with outsourcing claims management services—observations that seem generalizable to all risk management outsourcing.     

Budgetary Cutback and Transit System Performance: The Case of MARTA

In the context of diminishing availability of transit revenue, an important question for transit managers is what kind of information system or format should be used to signal costs and benefits of each required cut in the budget? Should the present MARTA process of negotiated across-the-board cuts in line item accounts be replaced by a formal results-oriented system that could tie marginal cutback decisions to changes in operating and maintenance performance? In order to develop a preliminary answer, this article attempts first to measure managerial and service performance of line-item cut;. Then, based on the FY 84-87 MARTA experience, it argues that transit systems, should avoid the considerable costs of developing a comprehensive results-oriented alternative to the line-item method by using operations and management experience to trace only selected performance-resource linkages.