Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
, although more governments are including citizen satisfaction survey results to address the lack-of-quality-indicators criticism. Ultimately, the article's key findings can be summarized in the four lessons learned from the states that the authors provide: (1) the importance of working proactively to identify roles and responsibilities; (2) the importance of committed leadership; (3) the importance of balancing political, managerial and performance measurement accountability; and (4) The importance of clarity and simplicity.
The article also brings to light the legitimacy of other readings in this unit; most notably, Wamsley and colleagues' (1987) Public Administration and the Governance Process. Although this essay was written almost a quarter of a century ago, the statements expressed about accountability and transparency are as relevant today as they were at the time of the writing. Wamsley et al.'s "concern for the more inclusive principals we commonly call the public interest" (p. 301) largely mirror the concerns of Moynihan and colleagues, particularly in regard to the need for a more organized, efficient and trustworthy way to measure accountability across the board. The manner in which these deficiencies differ and converge at the city, state, and federal level is also an issue that evokes more questions than answers (Johnston et al., 2004).
Klinger et al. (2002) also agree with this general assessment, however their greatest concern is that "the policy process increasingly involves interactions among amorphous and unstable issue-oriented coalitions rather than a smaller number of actors with more stable and predictable roles" (p. 117). Issues related to perpetual government reinvention (Page, 2006) and the haphazardness of the current decision-making process (Brown and Potowski, 2003) have also been the subject of much speculation in the scholarly...
Like Moynihan et al., Behn has some serious misgivings about the balance and distribution of power within the government decision-making process. Both authors are not only interested in how decisions are made, but also, to the nature of those to whom the power to make those decisions is given.
References
Behn Robert. "The New Public Management Paradigm and the Search for Democratic Accountability," International Public Management Journal. 1998. (1:2):131-164
Brown, Trevor and M. Potoski. Transaction Costs and Institutional Explanations for Government Production Decisions. Journal of Public Administration Research and Theory. 13:4 (2003): 441-468.
Johnston, Jocelyn, Barbara Romzek and Curtis Wood. The Challenges of Contracting and Accountability Across the Federal System: From Ambulances to Space Shuttles. Publius: The Journal of Federalism. 2004 (34:3): 155-182.
Klingner, Donald, John Nalbandian and Barbara Romzek, Politics, Administration and Markets: Conflicting Expectations and Accountability. American Review of Public Administration. 32:2 (2002): 117-144. .
Public Sector Unions Public-Sector Unions in United States HISTORY OF PUBLIC SECTOR UNIONS COSTS OF PUBLIC SECTOR UNIONS OVER THEIR BENEFITS DEMOGRAPHICS OF LABOR IN AMERICA EDGE OF PUBLIC-SECTOR UNIONS OVER PRIVATE ONES THE HIDDEN COSTS OF PUBLIC UNIONS THE DISTORTION OF DEMOCRATIC POLITICS STATE UNIONS VS. FEDERAL UNIONS THE FUTURE OF PUBLIC SECTOR UNIONIZATION HISTORY OF PUBLIC SECTOR UNIONS Labor unions are seen as the representatives of the labor employed in our industries and are known as the advocates of
Retrieved at http://unpan1.un.org/intradoc/groups/public/documents/EROPA/UNPAN014284.pdf. Accessed on 30 May, 2005 Pearson Des. 2000. "Contemporary Issues in Public Sector Accountability: New Challenges for Accountability." 22 January. Retrieved at http://www.audit.wa.gov.au/pubs/ipaa23022000.html. Accessed on 30 May, 2005 Setting the Course: Integrating Conformance with Performance." 2000. September, 7. Retrieved at http://www.ag.gov.au/agd/WWW/attorneygeneralHome.nsf/Page/Speeches_2000_Speeches_Setting_the_Course:_Integrating_Conformance_with_PerformanceAccessed on 30 May, 2005 Sozzani, Joseph "Privatization in the United States and Australia: A Comparative Analysis of the Modern Movement in Corrections." Retrieved at http://www.bond.edu.au/law/blr/vol13-1/Sozzani.pdf. Accessed on 30
It relies on the vision of the state you choose to subscribe and it depends upon the costs and benefits of a few highly imperfect social institutions: market trends and the public sector. (Bovaird, Loffler, 2003, p. 25) The public sector is a ubiquitous social institution having grown in size and complexity within the last fifty years. Nevertheless, this is a linear development. Whereas the development belonging to the
Public Private Comparator Public Sector Comparator (PSC) in the Public-private partnership (PPP) Process Increased global financial pressures have caused many government entities to cut costs in any way possible. One way is to outsource services or projects to private companies. However, when comparing costs, the public sector frequently bases its cost calculations for a project by omitting certain types of factors. These can include employee benefits, utilities, or total administrative costs. As
For the public sector, performance management is a valuable process. Organizations increasingly rely on performance data to make decisions relating to various organizational processes, including strategic planning, internal management, resource allocation, reporting, as well as monitoring and evaluation. This is what performance management is all about -- continuous measurement of performance, definition of performance objectives and outcomes, communication of the outcomes, and taking action based on those outcomes. As demonstrated
Notes On Public Sector Reform and Performance Managementa Australia 1997. Sector Management Act Review Report, viewed 2 October 2005. http://www.dpc.wa.gov.au/psmd/pubs/exec/machgovt/kelly/summary.pdf] Organisation for Economic Cooperation and Development (OECD) 2001, Publlic sector leadership for the 21st Century, OECD, Paris. Pollitt, C 2003, The essential public manager, Open University Press, Maidenhead. Shergold, Peter 2004, Australian Public Sector Governance: Speech at CCH Manual Launch. Viewed 2 October 2005. http://www.pmc.gov.au/speeches/shergold/public_sector_governance_2004-08-05.cfm Sethi, D 1999, 'leading from the middle', Human Resource