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The Management Accountability Framework, the culture of public administration, and transparency Rebecca Jensen, MA, MPA (cand.) University of Manitoba.

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Presentation on theme: "The Management Accountability Framework, the culture of public administration, and transparency Rebecca Jensen, MA, MPA (cand.) University of Manitoba."— Presentation transcript:

1 The Management Accountability Framework, the culture of public administration, and transparency Rebecca Jensen, MA, MPA (cand.) University of Manitoba Presentation to IPAC, August 24, 2010

2 What has shaped accountability in theory and practice? Changes in forces acting on democratic government – Media scrutiny – Decline in public trust New Public Management – Reduced scope and capacity – Public Choice Theory/Niskanen New Political Governance – Greater scrutiny and criticism of public service – Greater mistrust between cabinet and senior public service

3 Factors shaping MAF Push for more accountability Recognition that performance measurement should be standardized and coordinated Desire for a tool for public sector improvement from within Sequel to the Modern Comptrollership Initiative Extension of comptrollership beyond finances and physical resources

4 MAF Today

5 MAF and the dialectics of accountability

6 MAF in action MAF has consequences The single most important source of information for deputy heads and the TBS on the general state of management performance within institutions. – one of MAFs architects Access to information not a priority of MAF What isnt measured also matters

7 Access-related performance 6 th round of MAF – IM ratings consistently poor PWGSC – poor performance in > negative ratings – better score in > attributed by DM in part to MAF scrutiny DFAIT – needs improvement in – acceptable in , due to acting on feedback

8 MAF through the eyes of ATIP staff Measures ATIA compliance too narrowly Creates tension between satisfying MAF and loyalty to department/senior management/minister Tension between increasing volume requests (and pressure to respond) and constraints on resources Constricted by political agenda management

9 Conclusions Definite specific improvements caused by MAF and its incentives Increased burden on ATIP officers already constrained by NPM/NPG Value for money? Positive and negative changes MAF competes with NPG -> does this change how the public service behaves?


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