Performance-based accountability systems cross-nationally: learning by comparing

2021 ◽  
Author(s):  
James P. Spillane
Keyword(s):  
Accountability Systems

Putting the public back into public accountability

2018 ◽  
Vol 100 (3) ◽  
pp. 29-32
Author(s):  
Derek Gottlieb ◽  
Jack Schneider
Keyword(s):  
Related Problem ◽  
System State ◽  
Public Accountability ◽  
District Leaders ◽  
Accountability Systems ◽  
The Public

Although current accountability systems have received a great deal of criticism for being too narrow and too focused on sanctions, relatively little concern has been directed at a related problem: the failure of accountability systems to meaningfully engage the public. Derek Gottlieb and Jack Schneider suggest that a better system would consider the plural and often non-instrumental standards by which communities evaluate their schools. In such a system, state officials, district leaders, teachers, parents, students, and other stakeholders would come together to determine how schools will be evaluated and how to respond to the results of those evaluations.

Some Guidelines for the Development of Accountability Systems

NASPA Journal ◽  
1975 ◽  
Vol 12 (3) ◽  
pp. 190-194 ◽  
Author(s):  
John B. Bishop
Keyword(s):  
Accountability Systems

Status, Growth, and Perceptions of School Quality

2021 ◽  
pp. 016237372110305
Author(s):  
David M. Houston ◽  
Michael Henderson ◽  
Paul E. Peterson ◽  
Martin R. West
Keyword(s):  
Public Schools ◽  
Online Survey ◽  
School Quality ◽  
Survey Experiment ◽  
Accountability Systems ◽  
Local Schools ◽  
Achievement Growth ◽  
Status Information ◽  
Nationally Representative ◽  
Perceptions Of School

States and districts are increasingly incorporating measures of achievement growth into their school accountability systems, but there is little research on how these changes affect the public’s perceptions of school quality. We conduct a nationally representative online survey experiment to identify the effects of providing participants with information about their local public schools’ average achievement status and/or average achievement growth. Prior to receiving any information, participants already possess a modest understanding of how their local schools perform in terms of status, but they are largely unaware of how these schools perform in terms of growth. Participants who live in higher status districts tend to grade their local schools more favorably. The provision of status information does not fundamentally change this relationship. The provision of growth information, however, alters Americans’ views about local educational performance. Once informed, participants’ evaluations of their local schools better reflect the variation in district growth.

Accountability systems for schools

2020 ◽  
pp. 197-210
Author(s):  
Marilyn Leask
Keyword(s):  
Accountability Systems

New Public Management Reforms and Modernization Changes in Australia

2018 ◽  
pp. 1-17
Author(s):  
Tarek Rana
Keyword(s):  
Public Sector ◽  
Narrative Analysis ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Management Style ◽  
Accountability Systems ◽  
New Public ◽  
Challenges And Opportunities ◽  
New Ideas

This chapter explores and explains recent modernisation changes in the Australian Public Sector and provides insights on implications of new public management style reform for public sector accounting, auditing and accountability systems and practices. By adopting a narrative analysis approach, this chapter reconnoitres the change by dissecting the public-sector governance, performance and accountability reform and identifies significant modernisation changes in public sector management which has switched focus from a “rules-based” to “principles-based” accountability framework. Moreover, this chapter highlights the changes, challenges and opportunities that arises with the implementation of the new framework which can be seen as an innovative determination of modernisation. The modernisation change in Australia has produced new ideas of good governance and requirements for meaningful accountability systems and practices by mobilising various accountability mechanisms such as accountable authority, corporate plan, program evaluation, performance measurement, and risk management.

Creating Values-Based Accountability Systems for the Turbulence of Post-Bureaucratic Organizations

2017 ◽  
pp. 233-251
Author(s):  
Tim London
Keyword(s):  
Shared Values ◽  
Accountability Systems ◽  
Shared Set ◽  
Accountability System ◽  
Over Time ◽  
Bureaucratic Organizations

This chapter argues that most organizations should develop a set of shared values that drive and unite all facets of their work, creating an inclusive and transparent accountability system. This enables an overall connection while allowing for groups (such as divisions or departments) to avoid being overly interdependent (Carroll & Burton, 2000). This is a more nuanced and adaptable accountability system, enabling individuals and sections within the overall organization to be dynamic, rather than trying to develop a range of rules and procedures that will cover all circumstances across the organization over time. In this scenario, changes in context, whether internally or externally to an organization, would not require a whole new set of rules and procedures. The chapter focuses on analyzing how an organization can develop and utilize a shared set of values to connect processes and interactions into a coherent and flexible accountability system (Gehman et al., 2013).

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