Recentralization of local government chief administrative officers appointments in Uganda: Implications for downward accountability

The Uganda Constitution of 1995 spelt out the principle of decentralization by devolution. Accordingly, from 1995 to 2005, district local governments had a dejure mandate to hire and fire all categories of civil servants through their respective district service commissions (DSCs). Following the Constitutional amendment in September 2005, the right to hire and fire district chief administrative officers (CAOs) reverted to central government. Critics of recentralization of CAO appointments contend that the shift in the policy and legislation for managing CAOs runs contrary to the principles of decentralization by devolution. This paper argues that recentralization of CAOs has confused reporting, reduced the autonomy of sub-national governments in civil service management, undermined accountability of CAOs to elected councils, and shifted the loyalty of CAOs from local governments with and for which they work to central government that appoints and deploys them. To deepen accountability in local governments, the paper advocates for decentralization of CAO appointments, but for participation of central government in recruitment of CAOs within the confines of a separate personnel system. It further calls for a rethinking of the current call by the 9th Parliament to recentralize human resource in health in local governments owing to accountability challenges of managing the civil service in sub-national governments under an integrated personnel system.

Internet-Based Citizen Participation

This chapter determines whether the deliberative features of local government websites reflect city officials’ beliefs and funding for Internet-based citizen participation. Although the Internet is argued to have interactive potential to bring citizens closer to their governments, empirical evidence suggests many governments have not taken advantage of this potential. A survey was sent to Chief administrative officers of municipalities with websites, and respondents’ government website contents were analyzed and audited against the survey responses. Findings from the audit reveal that in general, the deliberative features of local government websites reflect the beliefs and funding stated in the survey. The technique applied in this research could be a useful tool to investigate the degree of alignment between a government’s Internet website contents and its e-government strategic goals, policy requirements and priorities, etc.

Perceptions of emergency management in US cities: A survey of Chief Administrative Officers

This article provides data drawn from a survey of 131 Chief Administrative Officers (CAOs) in the 200 largest US cities. Much of the existing policy research on emergency management has focused on the extent of collaboration between and across government units and the civil sector. This study focuses on CAOs’ perceptions of risk, the use of information technology, and emergency management program management. This study analyzes the differences in the views of CAOs. Those who see their cities at particular risk of terrorist threat and/or natural disaster view the aspects of risk, technology, and program management differently than do CAOs who do not believe they are at heightened risk.

Internet-Based Citizen Participation

This chapter determines whether the deliberative features of local government websites reflect city officials’ beliefs and funding for Internet-based citizen participation. Although the Internet is argued to have interactive potential to bring citizens closer to their governments, empirical evidence suggests many governments have not taken advantage of this potential. A survey was sent to Chief administrative officers of municipalities with websites, and respondents’ government website contents were analyzed and audited against the survey responses. Findings from the audit reveal that in general, the deliberative features of local government websites reflect the beliefs and funding stated in the survey. The technique applied in this research could be a useful tool to investigate the degree of alignment between a government’s Internet website contents and its e-government strategic goals, policy requirements and priorities, etc.

Ethics and the Structures of Healthcare

Suppose a “blue sky” meeting had been called among chief medical officers, chief administrative officers, and other leaders from a range of health-related institutions in this country. The question posed for this meeting was simple but unusual: Are the structures of our organizations, systems, and institutions ethical? Though it was a question reminiscent for a few of the focus some time before on whether the conduct of individuals in their organization was ethical, this question seemed more demanding. Is it reasonable to consider structures or arrangements as ethical or not; or in other words, is ethics an applicable attribute of organizations? And if it is reasonable to speak of an ethics of organizations, by what method might one discern any kind of an answer? And what of the informal connections that link different organizations … how can they be evaluated?