The dysfunctionality of public sector governance is considered to be the root cause of corruption, inefficiency, and waste in developing countries. This dysfunctionality is attributed to a lack of citizen empowerment to hold the government to account. In earlier volumes in this series, Shah (2005) and Andrews and Shah (2005) presented a framework for citizen-centered governance to empower citizens to demand accountability from their governments. This volume presents the latest thinking of leading development scholars on operationalizing such a governance framework. The focus of this volume is creating performance-based accountability and oversight when there is no bottom line. Each chapter addresses an important dimension of such a framework.
of Public Management
The four chapters in part I are concerned with integrity and efficiency in public management. In chapter 1, “Performance-Based Accountability,” B. Guy Peters suggests that accountability is one of the central mechanisms for ensuring both democracy and effectiveness in the public sector. As implemented, however, accountability has relied heavily on political mechanisms that have tended to focus on exceptional events, notably exceptional failures. While those failures are worth noting, and are object lessons in what may need improvement in government, the more important issue is how government performs, on average, on a daily basis.