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Accountability

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Institution
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Articles 31 - 35 of 35

Full-Text Articles in Public Administration

The Growth Of Nonprofit Accounting And It's Impact On Human Services, Roger A. Lohmann Jul 2008

The Growth Of Nonprofit Accounting And It's Impact On Human Services, Roger A. Lohmann

Faculty & Staff Scholarship

Changes in nonprofit accounting standards and practices have spearheaded a quiet revolution in financial management practice in social agencies and the delivery of human services during the past three decades. These changes have gone hand-in-glove with other changes in the political arena to dramatically transform the ways in which human services are organized and delivered. At the core of this transition has been the movement from fund to enterprise accounting, together with such larger political developments as the expansion of grant-based relations with government into the performance management environment of purchase of service contracting.

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The New York Police Officer: Democratic And Moral Accountability In Conflict, Sarah Ryan, Dan Williams Jan 2007

The New York Police Officer: Democratic And Moral Accountability In Conflict, Sarah Ryan, Dan Williams

Publications and Research

The following case draws upon two views of accountability. One is democratic accountability the other is accountability to one's own moral conscience. As the story unfolds, other facts may get in the way but these central views should not be forgotten. The focus of this case is on the individual. However, the material also covers institutional decisions and policies that deserve considering. The institutional story is the background, not the foreground, of this case. Yet, when the institutional features are considered, they may give new insight to the individuals' decisions.

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Policing Performance Management Systems: Identifying Key Design Elements Within A `New' Public Management Context, John Gillespie Jan 2006

Policing Performance Management Systems: Identifying Key Design Elements Within A `New' Public Management Context, John Gillespie

Theses: Doctorates and Masters

The new public management (NPM) philosophy and move towards a governance approach places emphasis on the accountability of individuals, supervisors and managers relative to practice, processes and designated outcome - conformance and performance. A dichotomy is highlighted working within the NPM environment where managers need to practice creative and innovative freedoms, and at the same time to exercise constraint and compliance within a regulated and permission seeking framework. This situation can create inertia in respect to performance reforms within the public service. Police Services in Australia, and in particular the Western Australia Police (WAPOL) have made some inroads into providing …

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Community Accountability In Ontario’S Healthcare Sector: A Case Study Of Six Hospitals, Catherine Cuylle Jul 2004

Community Accountability In Ontario’S Healthcare Sector: A Case Study Of Six Hospitals, Catherine Cuylle

MPA Major Research Papers

This paper examines how community accountability is exercised by the governing boards of hospitals based on case studies of six hospitals in Ontario – London Health Sciences Centre (LHSC), Hamilton Health Sciences Corporation (HHS), The Ottawa Hospital (TOH), University Health Network (UHN), Sunnybrook and Women’s College Health Sciences Centre (S&W), and Toronto East General Hospital (TEGH). The findings reveal that hospital boards face a number of issues and tensions that stem from directing their accountability efforts towards the organization, the government, and the community in which they serve.

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Rethinking Accountability, Melvin Dubnick Feb 1992

Rethinking Accountability, Melvin Dubnick

Faculty Publications

This presentation examines the author’s work focusing on "rethinking accountability" in public administration. It critiques dominant paradigms, such as rational choice and bureaucratic politics, for their superficial understanding of public sector behavior and provides an overview to the widely cited “accountability framework” developed with Romzek in their 1987 study of the Challenger accident. The framework is based on the idea that public administrators and other decision makers are constantly faced with multiple, diverse and (often) conflicting expectations, and that various forms of accountability develop as a response to such situations. Ultimately, the paper advocates for a deeper, more nuanced understanding …

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