论责任政府的宪政基础

责任政府是民主政治时代的产物,是目前世界各国普遍追求的行政目标,也是我国行政体制改革的主要目标之一。建立责任政府的宪政基础就意味着政府必须根据宪法、法律的规定通过行使公共权力以保障、发展公共利益和公民权利。构建责任政府,最重要的基础性工作就是建立健全责任政府的宪政基础,即政府应按照宪法法律的规定来确定政府的行政范围。同时,完善司法机关行政问责机制,积极引导社会公众广泛参与责任政府建设。最后还要建立最高国家权力机关追究政府宪法责任的相关制度,特别是违宪责任追究制度。     

我国行政问责制的缺陷与完善

目前,我国的行政问责制度建设在理论和实践中都取得了一定的成效,但从整体来看,行政问责制的研究还处于初级阶段,行政问责法制建设还存在行政问责法律体系不健全、行政问责主体缺位、行政问责客体狭窄、行政问责程序不统一等缺陷.针对这些缺陷和问题,笔者提出了完善行政问责制的措施:构建统一的行政责任法、明确行政问责主体、规范行政问责...     

“互联网+政务服务”的绩效评估与问责体系构建

“互联网+政务服务”的深入推进,需要评估和问责体系为其提供制度支持。“互联网+政务服务”评估的价值标准是价值理性和工具理性的统一,内容构成兼具组织价值、经济价值和社会价值,评估指标选择应从政治支持、信息透明度、可量化程度、评估目的、评估的开放性以及制度化水平等六个方面综合考量。“互联网+政务服务”的问责机制包括公民参与的社会问责,基于政务运行管理的行政问责,面向项目评估的绩效问责等三个方面。“互联网+政务服务”的评估与问责密切联系、互为条件,从确立以公众满意度为中心的评估问责导向、加强评估与问责的主体和内容的整合、完善评估问责的制度化建设等三个方面着力,推动两者之间的制度协同,形成相互促进的互动态势。     

Connecting deliberative mini‐publics to representative decision making

Despite some prominent critics, deliberative democrats tend to be optimistic about the potential of deliberative mini‐publics. However, the problem with current practices is that mini‐publics are typically used by officials on an ad hoc basis and that their policy impacts remain vague. Mini‐publics seem especially hard to integrate into representative decision making. There are a number of reasons for this, especially prevailing ideas of representation and accountability as well as the contestatory character of representative politics. This article argues that deliberative mini‐publics should be regarded as one possible way of improving the epistemic quality of representative decision making and explores different institutional designs through which deliberative mini‐publics could be better integrated into representative institutions. The article considers arrangements which institutionalise the use of mini‐publics; involve representatives in deliberations; motivate public interactions between mini‐publics and representatives; and provide opportunities to ex post scrutiny or suspensive veto powers for mini‐publics. The article analyses prospects and problems of these measures, and considers their applicability in different contexts of representative politics.     

Individual and organizational consequences of employee-determined flexibility in shift schedules of police patrols

This paper determines the impacts of employee-determined flexibility (self-rostering) within police patrol shiftwork systems. The study is based on a cross sectional online survey with police patrol officers from one state of the Federal Republic of Germany (n = 927). The results show that pure employee-determined flexibility on the one hand leads to a good compatibility of shiftwork with social life (individual consequences). On the other hand, it is associated with a loss of work-related social structures and drawbacks concerning work-climate, leadership, as well as reciprocal trust and support (organizational consequences). In contrast, these findings are almost reverted under the traditional Four Shift Groups System which does not provide any self-determined elements. However, a Five Shift Groups System with an employer determined basic roster and some employee determined flexibility provides comparable positive results as the full flexible system considering work–life-balance, but does not share its significant negative effects on social community at work as well as disadvantages regarding leadership.     

The ombudsman,tribunals and administrative justice section: a 2020 vision for the ombudsman sector

This article analyses the growing role for ombudsman schemes in the UK administrative justice system following the Government reforms post 2010. It argues that the ombudsman institution is perhaps the one example of an administrative justice body that looks set to emerge stronger over the period. But the ombudsman sector needs to guard against complacency, as the demands, expectations and publicity placed upon it are all likely to increase.     

Recalling MPs: Accountable to Whom?

The legislation on recall of MPs, introduced as a response to the parliamentary expenses scandal, was presented as filling an accountability gap. The nature of this alleged gap is examined, and it is argued that the accountability of Members of Parliament is more complicated than the recall proposal suggests. This includes issues about the regulation of parliamentary standards. Finally, the recall proposal is located within the context of discussion about the condition of representative democracy.     

Who's to blame? How performance evaluation and partisanship influence responsibility attribution in grand coalition governments

This article examines a neglected but fundamental facet of electoral accountability: responsibility attribution under grand coalition governments. Contrary to much of the existing literature that focuses on retrospective voting, this article focuses on responsibility attribution testing the effect of perceived performance of the government and partisan attachments for parties in grand coalition governments. Novel survey questions on responsibility attribution from Austria and Germany show that when the lines of responsibility are blurred, partisanship functions as an important heuristic for all voters including supporters of opposition parties. These findings have important implications for our understanding of electoral accountability and political representation in grand coalition governments.     

国家审计问责制度解析——基于审计问责要素视角

审计问责制,实际上是对政府审计结果中涉及的个人或组织使用资产流向、使用效率和使用效果的一种责任追究体系。审计问责应当有一个系统的制度保障,应当建立包括问责主体、问责客体、问责范围、问责依据以及问责程序等在内的一套完整的工作制度。     

More than Writing on a Wall: Evaluating the Role that Codes of Ethics Play in Securing Accountability of Public Sector Decision‐Makers

This article argues that the essential factors of a public service code of ethics can be divided into five categories. These categories or principles are fairness, transparency, responsibility, efficiency and conflict of interest. These principles are identified in this article as being the basic elements of democratic accountability in relation to public sector decision‐making. The issues explored are not only the obstacles that the public service decision‐maker faces in internalising these principles but, also, the challenges for a pro‐active management in fostering such internalisation.