engleski

Improving state administration accountability for performance by means of civil sector monitoring: A case study on ‘border monitoring’ in Croatia

There are numerous legitimate sources of expectations for public servants and managers. Such sources include immediate supervisors, elected officials, colleagues, professional associations, and citizens (Romzek and Dubnick, 1987: 227). With these multiple stakeholders, public organisations struggle to meet and fulfil their often competing obligations. In addition to these traditional accountability systems, under the notion of managerial reforms of the public sector, a new approach to accountability has evolved. Accountability for performance assumes that when individuals and organisations are held to account for their behaviour and the consequences of their behaviour, their performance will improve. Another important aspect of accountability is monitoring of administrative performance. In democratic societies, various mechanisms have been set up with a view to supervising and monitoring the procedures of executive authorities. However, one should not forget the supervision carried out by civil society and citizens, as no one is better positioned to monitor government services to ensure that they perform well and transparently than the citizens who use those services (Kosac et al, 2010). Given the above, this paper will tackle two interconnected questions. First, is accountability for performance the right model for all administrative actions, including those of higher political salience, such as the protection of state borders and the fight against irregular migration. Second, can the monitoring of state administration by local institutions improve administration accountability for performance.

accountability for performance; civil sector; monitoring

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