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

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7. Comparing official models & practice Framework for Managing Performance.

8. Management performance: ideal types & countries. Performance Administration Managements of Performances Performance Management Performance Governance MeasurementAdministrative data registration, objective, mostly input & process Specialised performance measurement systems Hierarchical performance measurement systems Consolidated performance measurement system IncorporationSomeWithin different systems for specific management functions Systemically internal integration Systemically internal and external integration UsingLimited: reporting, internal, single loop DisconnectedCoherent, 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. Executive politicians Citizen Legislative politicians Administration 1 23 4 56

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 what’s 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?