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Purpose - This paper attempts to replace the understanding of public sector accountability as a linear and hierarchical process with one in which accountability occurs within a network of social relationships. It associates the former approach with the introduction of New Public Management principles in Australian public administration. It investigates the effect of this on the ability of Australia's indigenous people both to access democratic accountability as citizens, and to develop their community organisations as service providers. Design/methodology/approach - The paper is based on field experience with aboriginal community organisations and critical assessment of the literature on this aspect of Australian public administration. Findings - The paper finds that New Public Management approaches in Australian public administration have not led to greater political accountability but the reverse. As a disadvantaged, culturally distinct minority, aboriginal people are the subject of, rather than partners in, accountability regimes which mire their community service organisations in reporting requirements at the expense of practical activity. In some respects Aborigines are dealt with as individual citizen/clients, at other times as a disadvantaged minority group, and third, as culturally distinct polities. Each of these approaches implies different forms of accountability both by Aborigines to the state and by the state to them. Research limitations/implications - This analysis is inherently interpretative rather than exclusively empirical. However, greater efficiency as well as culturally appropriate outcomes can be found by instituting regional regimes of reciprocal accountability. Originality/value - The analysis of developments in public administration is rarely brought to bear on Australian indigenous affairs.

Purpose - This paper attempts to replace the understanding of public sector accountability as a linear and hierarchical process with one in which accountability occurs within a network of social relationships. It associates the former approach with the introduction of New Public Management principles in Australian public administration. It investigates the effect of this on the ability of Australia's indigenous people both to access democratic accountability as citizens, and to develop their community organisations as service providers. Design/methodology/approach - The paper is based on field experience with aboriginal community organisations and critical assessment of the literature on this aspect of Australian public administration. Findings - The paper finds that New Public Management approaches in Australian public administration have not led to greater political accountability but the reverse. As a disadvantaged, culturally distinct minority, aboriginal people are the subject of, rather than partners in, accountability regimes which mire their community service organisations in reporting requirements at the expense of practical activity. In some respects Aborigines are dealt with as individual citizen/clients, at other times as a disadvantaged minority group, and third, as culturally distinct polities. Each of these approaches implies different forms of accountability both by Aborigines to the state and by the state to them. Research limitations/implications - This analysis is inherently interpretative rather than exclusively empirical. However, greater efficiency as well as culturally appropriate outcomes can be found by instituting regional regimes of reciprocal accountability. Originality/value - The analysis of developments in public administration is rarely brought to bear on Australian indigenous affairs.

This is the annual accountability report for the South Carolina Advisory Commission on Intergovernmental Relations at the Budget & Control Board. The report gives the mission statement, budget, program descriptions, and performance measures for the office.

This Element comprehensively scrutinizes the key issue of the accountability of policy-makers in democratic governance. The electoral punishment of the incumbents, parliamentary control of the government, and sanctions in the case of administrative misconduct or negligence are the most visible manifestations of accountability in politics. However, the phenomenon is much more complex, and fully understanding such a multifaceted object requires bridging bodies of work that usually remain disjointed. This Element assesses the effectiveness of vertical accountability through elections and how interinstitutional accountability operates in checks-and-balances systems, along with the growing role of the courts. It evaluates how the accountability of the bureaucracy has been affected by managerial reforms and different governance transformations. It also scrutinizes to what extent mediatization and policy failure boost accountability, before zooming in on the feelings and reactions of those who are held accountable. This title is also available as Open Access on Cambridge Core.

PurposeThis paper attempts to replace the understanding of public sector accountability as a linear and hierarchical process with one in which accountability occurs within a network of social relationships. It associates the former approach with the introduction of New Public Management principles in Australian public administration. It investigates the effect of this on the ability of Australia's indigenous people both to access democratic accountability as citizens, and to develop their community organisations as service providers.Design/methodology/approachThe paper is based on field experience with aboriginal community organisations and critical assessment of the literature on this aspect of Australian public administration.FindingsThe paper finds that New Public Management approaches in Australian public administration have not led to greater political accountability but the reverse. As a disadvantaged, culturally distinct minority, aboriginal people are the subject of, rather than partners in, accountability regimes which mire their community service organisations in reporting requirements at the expense of practical activity. In some respects Aborigines are dealt with as individual citizen/clients, at other times as a disadvantaged minority group, and third, as culturally distinct polities. Each of these approaches implies different forms of accountability both by Aborigines to the state and by the state to them.Research limitations/implicationsThis analysis is inherently interpretative rather than exclusively empirical. However, greater efficiency as well as culturally appropriate outcomes can be found by instituting regional regimes of reciprocal accountability.Originality/valueThe analysis of developments in public administration is rarely brought to bear on Australian indigenous affairs.

Cover -- Half Title -- Title -- Copyright -- Original Title -- Original Copyright -- Contents -- Acknowledgements -- Preface -- Part One Policy Problems, Present Modes and Institutions -- 1 The contexts of normative models of accountability -- 2 Normative models of accountability -- 3 Existing institutions for accountability -- Part Two A Model and Frames for Analysis -- 4 A model for analysing issues and a first line of analysis: political theory -- 5 Values and affect -- 6 Epistemologies and evaluation -- 7 Conclusions -- Appendix: Education accountability projects financed by the SSRC -- Bibliographical notes and references -- Index.

Combining Schlenker et al.'s (1994) accountability pyramid with the accountability framework formulated by Joannidés (2012), we conduct a qualitative study of a Benedictine community to better understand the nature of accountability in the non-English speaking context and investigate informal accountability practices that helped to sustain Benedictine organisations for more than 1,500 years. The findings suggest that monastic accountability is positive in its nature and can be conceptualised as a social and moral relationship between a believer (an account giver) and God (the highest principal) supported by the monastic leader(s) making sure that account givers adhere to certain standards and fulfil particular obligations in their daily lives. The Benedictines emphasise positive accountability enactment by implementing informal accountability practices based on trust, shared values, and mutual respect. Evaluative inquiries through an open dialogue between parties involved, social control through informal rewards and sanctions, individual appreciation through public announcements, collective discourse through regular input and two-way feedback, and leader accessibility through listening and informal information exchange are examples of informal accountability practices that guide the behaviour of the Benedictines towards the achievement of community goals and can also be adapted by non-religious organisations.

Each year the Office of Local Government of the South Carolina Budget and Control Board produces an annual accountability report for the South Carolina General Assembly. Included is a mission statement, program description, program goals and performance measures.