ABSTRACT
This chapter examines one critical but frequently weak link in organizational use of performance information, namely the reporting of performance information and its use in accountability. And on the other hand, meaningful accountability-which might make use of performance information-while always part of the aim of public-sector reform, is acknowledged by many to be the weakest component of public sector reform initiatives. The chapter suggests that reforming public administration requires reforming the concept of accountability in the public sector. It argues that essential to this reform of accountability is the need for practical performance measures and reporting. The chapter addresses the question of the role of accountability in the new public management and suggest the need for a new perspective on accountability. It discusses the link with performance monitoring and argues that accountability and performance monitoring/reporting are mutually supportive. The motivation to establish realistic and challenging performance expectations is often the weakest part of an accountability regime.
