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Public Sector Reform: Implications for Accountability

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Reform era for Anglophone countries. Comprehensive & systemic. Sustained over 2 decades ... Managing for performance in Anglophone systems: a turning point? ... – PowerPoint PPT presentation

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Title: Public Sector Reform: Implications for Accountability


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
  • .

Performance Administration Managements of Performances Performance Management Performance Governance
Measurement Administrative data registration, objective, mostly input process Specialised performance measurement systems Hierarchical performance measurement systems Consolidated performance measurement system
Incorporation Some Within different systems for specific management functions Systemically internal integration Systemically internal and external integration
Using Limited reporting, internal, single loop Disconnected Coherent, comprehensive, consistent Societal use
Country model France Germany Netherlands, Sweden Australia, UK, Canada, USA (New Zealand) NA
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
2
3
5
6
Citizen
Administration
4
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 whats 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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