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Limited resources, recent reforms of educational system that impose rapid changes in the governance system, high demand for managerial skill and operational autonomy, impose the capability to optimize performance, transparency of behaviour, dialogue with stakeholder to grow results in the school system. It therefore draws attention to the importance of activate long-term positive relations between schools, students, families, governmental authority and other structures of public Administration to improve quality and performance in school management. So is critical an effectiveness accountability system as starting point to develop the quality of relations between the schools and their stakeholders. In this regard, this article proposes the Network Governance as lever to improve an effectiveness stakeholder engagement and to optimize performance in the School System. This study represents a dissertation that aims to raise awareness about the cycle of performance management in schools and for the optimization of the use of public resources.

NEW AND KEY FEATURES: Updated to reflect developments up through the end of the Obama administration and the transition to the Trump administration offering timelier application of the theories to what is currently happening in bureaucratic politics. Interviews with two new cabinet secretaries - Christine Todd Whitman and Tom Ridge - with insightful quotes from them throughout the book. New section on the diffusion of policy diffusion, an important topic both for researchers and policymakers, illustrates the idea that much policy is made at the state level, and that states learn and emulate one another on a range of issues. Added material on the battle over regulations, a battle that will loom large during the Trump administration, including midnight regulations and the Congressional Review Act. New examples demonstrate the activity and influence of constituencies of different kinds including the placing of women and minorities on US currency, a vignette that features the musical Hamilton, and the political protests surrounding the Dakota Access and Keystone XL pipelines. A new discussion of the pros and cons of the privatization of roads.

Local government accountability attracts attention since the issuance of the Presidential Instruction Number 7 of 1999 on Accountability Reporting of the Performance of Government Institutions (Instruksi Presiden No. 7 Tahun 1999 tentang Laporan Kinerja Instansi Pemerintah). In practice, this accountability is not as was expected. One indication of the causal factor of the failure of the accountability implementation program is that it is considered as an obligation to describe and to justify the behavior of the accountability actors. The objective of this study is to empirically examine the correlation between the requirements of various types of accountability with negative perception of the work context and the work performance of the accountability actors. It contributes to the empirical evidence for the correlation among the various types of accountability obligation and the work performance based on the institutional theory with mixed method, which is a quantitative approach with PLS and a qualitative approach with thematic analysis. Its samples are 201 SKPD officers in the local government of Nusa Tenggara TimurProvince. The results of the study show that the conflict in the accountability requirement has significant impact on the work context with negative perception at different levels, but does not have any significant impact on the work performance of the accountability actors.

Abstract: This paper examines recent developments in the debate in Britain about the role of public enterprises which are wholly owned by the State, that is, the nationalized industries. The changing political and economic context surrounding public enterprise is briefly outlined and the successive attempts to give operational significance to concepts of accountability and performance are noted. In the light of this review recent developments in the framework of control are discussed. It is argued that the parliamentary system has failed to develop adequate criteria of accountability and performance for the nationalized industries, in part because of inherent difficulties common to systems of representative government, which in Britain have been exacerbated by a declining rate of economic growth and attendant attempts to reduce public expenditure.

AbstractThe underlying assumption in this paper is that autonomy and accountability are both fundamental prerequisites for the effective functioning of state‐owned enterprises. The paper first examines the traditional, dichotomous approach to the autonomy‐accountability conundrum. This approach posits the relationship as process oriented, pervasive, quantitative and based ona prioricontrols. A more recent view of control and accountability asa posteriori, qualitative, strategic, results‐oriented and non‐zero sum is then briefly analysed. The paper presents a review of the theory and practice of performance contracts (PC) as tools to implement the latter approach. Three basic models of PCs—Senegal'scontratplan, Pakistan's signalling system and India's memorandum of understanding—have been analysed, comparing the negotiating process, major players, substantive elements and results. Thecontratplan is more of a legal document, at least in formal terms, than the other two. None of the three models, however, provides any sanctions in case of a violation of the contract by the governments. Although the Indian and Pakistani PCs appeared to be more successful than the Senegalese contracts, the relationship between financial performance and performance contracts remains far from conclusive. In all the three countries, the contracts have failed to provide a single window through which government‐enterprise interface can be effectively managed. Thus the problem of multiple principals and single agents remains unresolved.

An einen Überblick über die Literatur und die theoretischen Begründungen der Vergangenheit für Staatsunternehmen und die lange Zeit als Gegensätze verstandenen Komplexe Autonomie und Verantwortlichkeit, schließen sich Verfahren zur Leistungskontrolle öffentlicher Unternehmungen, wie sie in Senegal, Indien und Pakistan gehandhabt werden, an. Der Verfasser geht von der Annahme aus, daß Autonomie und Verantwortlichkeit Grundvoraussetzungen für die Effizienz von Staatsbetrieben sind. In allen drei Fällen zeigt sich, daß die Kontrollverfahren ihr Ziel nur sehr bedingt erreichen. Vor allem das Verhältnis und die Festlegung der Zuständigkeit zwischen Regierung resp. den einzelnen Ressorts und den Managern der Staatsbetriebe bedürfen der sorgfältigen Überlegungen. (APAF-Glz)