Accountability and the Promise of Performance: In Search of the Mechanisms Melvin J. Dubnick Professor of Political Science & Public Administration Rutgers University – Newark & Visiting Professor Institute of Governance, Public Policy and Social Research Queen’s University, Belfast
[email protected] Prepared for delivery at the 2003 Annual Meeting of the American Political Science Association, August 28-31, Philadelphia, PA & Conference of the European Group of Public Administration (EGPA) September 3-6, 2003, Lisbon, Portugal ver: 8/29/03 Self-evident truths are frequently invoked when scholars and policymakers propose political reforms. We often hear: "It is obvious that X is true, therefore we need to do Y." The implication of this assertion is that common sense dictates our understanding of the problem and the solution. But is it really the case that X is true? And is Y really the best response? The fact that something is widely believed does not make it correct. (Ostrom 2000) Introduction: The Promise of Performance Among the pervasive notions characterizing contemporary public administration rhetoric and scholarship is the idea of accountability as the solution to a wide range of problems. According to proponents of accountability-centered reforms, enhanced accountability will (among other things) result in · greater transparency and openness in a world threatened by the powerful forces of hierarchy and bureaucratization (the promise of democracy) (O'Donnell 1998; Schedler, Diamond, and Plattner 1999); · access to impartial arenas where abuses of authority can be challenged and judged (the promise of justice) (Borneman 1997; Miller 1998; Ambos 2000); · pressures and oversight that will promote appropriate behavior on the part of public officials (the promise of ethical behavior) (Gray and Jenkins 1993; Anechiarico and Jacobs 1994; Morgan and Reynolds 1997; Dubnick 2003c); and · improvements in the quality of government services (the promise of performance).