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In many low and middle income countries, dismal failures in the quality of public service delivery such as absenteeism among teachers and doctors and leakages of public funds have driven the agenda for better governance and accountability. This has raised interest in the idea that citizens can contribute to improved quality of service delivery by holding policy-makers and providers of services accountable. This proposition is particularly resonant when it comes to the human development sectors – health, education and social protection – which involve close interactions between providers and citizens/users of services. Governments, NGOs, and donors alike have been experimenting with various “social accountability” tools that aim to inform citizens and communities about their rights, the standards of service delivery they should expect, and actual performance; and facilitate access to formal redress mechanisms to address service failures. The report reviews how citizens – individually and collectively – can influence service delivery through access to information and opportunities to use it to hold providers – both frontline service providers and program managers – accountable. It focuses on social accountability measures that support the use of information to increase transparency and service delivery and grievance redress mechanisms to help citizens use information to improve accountability. The report takes stock of what is known from international evidence and from within projects supported by the World Bank to identify knowledge gaps, key questions and areas for further work. It synthesizes experience to date; identifies what resources are needed to support more effective use of social accountability tools and approaches; and formulates considerations for their use in human development. The report concludes that the relationships between citizens, policy-makers, program managers, and service providers are complicated, not always direct or easily altered through a single intervention, such as an information campaign or scorecard exercise. The evidence base on social accountability mechanisms in the HD sectors is under development. There is a small but growing set of evaluations which test the impact of information interventions on service delivery and HD outcomes. There is ample space for future experiments to test how to make social accountability work at the country level.
The over 7,000 public servants comprising the career Senior Executive Service (SES) are critical to the functioning of the federal government. Established as a government-wide executive corps by the Civil Service Reform Act of 1978, the SES is at a critical juncture in its history. They are called on to lead the unbelievably complex organizations and programs that deliver public goods and services. They manage a federal budget that exceeds $3.5 trillion annually, and millions of people in and out of uniform--and in and out of government--depend on them for direction and leadership. This book published by the National Academy of Public Administration, Building a 21st Century SES: Ensuring Leadership Excellence in Our Federal Government, brings together the practical perspectives of leaders with substantial experience with the SES. The commentators address such issues as the proper institutional role of SES, the most critical leadership qualities for the 21st Century, the development of the next generation of career leaders, and opportunities to revitalize the SES for future decades.
Including a new section on evaluation accountability, this Third Edition details 30 standards which give advice to those interested in planning, implementing and using program evaluations.
This comprehensive guide to Congress is ideal for anyone who wants to know how Congress really works, including federal executives, attorneys, lobbyists, media and public affairs staff, government affairs, policy and budget analysts, congressional office staff and students. - Clear explanation of the legislative process, budget process, and House and Senate business - Flowcharts for legislative and budget processes - Explanation of the electoral college and votes by states - Glossary of legislative terms - Relationship between budget resolutions and appropriation and authorization bills - Amendment tree and amendment procedures - How members are assigned to committees - Agenda for early organization meetings (after election, before adjournment) - Sample legislative documents with explanatory annotations - Bibliographic references throughout.
"Passage of the Civil Service Reform Act was controversial, and there is still controversy over its effectiveness. A book of this sort will be well received and anxiously read by specialists in public administration, public policy, and public personnel administration."-H. George Frederickson, University of Kansas The Civil Service Reform Act of 1978 was the most far reaching reform of the federal government personnel system since the merit system was created in 1883. The Future of Merit reviews the aims and rates the accomplishments of the 1978 law and assesses the status of the civil service. How has it held up in the light of the National Performance Review? What will become of it in a globalizing international system or in a government that regards people as customers rather than citizens? Contributors examine the Senior Executive Service, whose members serve between presidential appointees and the rest of the civil service. These crucial executives must transform legislative and administrative goals into administrative reality, but are often caught between opposing pressures for change and continuity. In the concluding chapter Hugh Heclo, many of whose ideas informed the 1978 reform act, argues that the system today is often more responsive to the ambitions of political appointees and the presidents they serve than to the longer term needs of the polity. On the other hand, the ambition of creating a government-wide cadre of career general managers with highly developed leadership skills has not been fulfilled. Other contributors helped to frame the 1978 act, helped to implement it, or study it as scholars of public administration: Dwight Ink, Carolyn Ban, Joel D. Aberbach, Bert A. Rockman, Patricia W. Ingraham, Donald P. Moynihan, Hal G. Rainey, Ed Kellough, Barbara S. Romzek, Mark W. Huddleston, Chester A. Newland, and Hugh Heclo. Six former directors of the Office of Personnel Management commented on early versions of these chapters at a 1998 conference.
Mission drives agencies, and the need to deliver better services to customers at a lower cost—whether an agency is supporting the warfighter overseas, a teacher seeking classroom resources or a family figuring out how to pay for college—is pushing every level of government to look for new solutions