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Accountability in the context of constitutional and administrative law is a complex concept. This book examines the legal framework of public institutions in light of contemporary accountability debates, the role of human rights in public accountability, accountability in regulation, and the operation of accountability in multi-layered government.

As well as better efficiency and improved services, privatization has also often promised improved accountability. But how does the empirical evidence on this look and what are the lessons here? This article looks at the notion of accountability and the degree to which privatizing public sector activities might improve or worsen such mechanisms. It then looks specifically at the different systems of accountability existing following three privatization activities in Victoria and compares these against that existing previously under public operation. The sale of electricity sector enterprises, the operation of urban rail service franchises, and the implementation of a public–private partnership project to supply transport infrastructure are adopted as case studies. For each case study, accountability systems are articulated and the operation of these systems is discussed. Overall, the article analyses the effectiveness of accountability systems now operating in the privatized state from the perspective of stakeholders. Importantly, the degree to which trade‐offs may have been made under new accountability arrangements is also discussed. Finally, the article draws together some general lessons on accountability for future privatization activities and proposes a conceptual model for a pyramid of accountability.

Each year the Education Oversight Committee produces an annual accountability report for the South Carolina General Assembly and the governor. This report presents an executive summary, major achievements of the past year, key strategic challenges, and budget expenditures, and The report uses the Malcolm Baldrige Criteria (The Baldrige Criteria for Performance Excellence) elements for the structure of evaluation.

Increasingly the question of the public accountability of academic institutions is linked to the challenge for these institutions of providing data on their educational results. This e-book, exploring these topics together, is especially intended for the various external constituencies or stakeholders of higher education that have an interest and role in discussion of these topics -- governing boards, legislators, federal and state officials, accreditors, foundations, employers, prospective students, parents of students, and others. Together, the four contributors share the belief that discuss

The scope and meaning of 'accountability' has been extended in a number of directions well beyond its core sense of being called to account for one's actions. It has been applied to internal aspects of official behaviour, beyond the external focus implied by being called to account; to institutions that control official behaviour other than through calling officials to account; to means of making officials responsive to public wishes other than through calling them to account; and to democratic dialogue between citizens where no one is being called to account. In each case the extension is readily intelligible because it is into an area of activity closely relevant to the practice of core accountability. However, in each case the extension of meaning may be challenged as weakening the importance of external scrutiny.

The scope and meaning of 'accountability' has been extended in a number of directions well beyond its core sense of being called to account for one's actions. It has been applied to internal aspects of official behaviour, beyond the external focus implied by being called to account; to institutions that control official behaviour other than through calling officials to account; to means of making officials responsive to public wishes other than through calling them to account; and to democratic dialogue between citizens where no one is being called to account. In each case the extension is readily intelligible because it is into an area of activity closely relevant to the practice of core accountability. However, in each case the extension of meaning may be challenged as weakening the importance of external scrutiny.

"Public-private partnerships have become an important tool for delivering essential public goods, but critics fear that they erode public accountability. Making partnerships more accountable requires a clear understanding of what accountability means for partnerships and which mechanisms can be used to strengthen it. Accountability in Public Policy Partnerships develops a new model of accountability based on principal-agent theory. This model provides a firm normative foundation for accountability demands. At the same time, it shows which accountability standards apply to which kinds of partnerships. Norm-setting partnerships, for example, require strong mechanisms for participation, whereas implementation partnerships must focus on performance evaluation, competitive bidding and beneficiary feedback processes.

The accountability model and standards developed in this book provide a guide for partnership practitioners who are developing the governance structures of their partnerships; they serve as benchmarks for evaluating partnerships; and they provide new inputs for the ongoing accountability debates in the public, the corporate and the civil society sectors.
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While accountability is a popular topic among elected officials, accountability of congressional staff has received little systematic scrutiny, a gap this article seeks to fill. Congressional staff have substantial autonomy & opportunity to influence public policy, albeit in ways that are not very visible to the general public. This article explores the web of accountability relationships within which congressional legislative staff work. The data, based on open-ended interviews, indicate that while the rhetoric of Congress supports a notion of swift & sure accountability, in practice the picture is much more complex. Congressional staff work within a web of multiple accountability relationships under a variety of performance standards. Congressional staff are attentive to a diverse range of stakeholders, with members of Congress being the primary but not the only group. The challenge for congressional staff is to discern which standard is appropriate at any given time. The consequences of not meeting performance expectations are subtle & uneven. 1 Exhibit, 2 Appendixes, 94 References. Adapted from the source document.

In September 2005 school inspections changed drastically. The onus is now on the school to highlight its own strengths and weaknesses; to document them convincingly and to show action plans for improvement. This book, written by an Ofsted Inspector, shows you exactly what to do, and how best to present your Self-Evaluation. It also tells you how to prepare for the two day inspection so that everything goes as well as possible