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Who controls the machine, III: accountability in the results‐based revolution
Author(s) -
Mathiason John R.
Publication year - 2004
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.308
Subject(s) - accountability , work (physics) , control (management) , institution , public administration , command and control , member states , public relations , political science , management , business , accounting , economics , computer science , law , engineering , telecommunications , economic policy , mechanical engineering , european union
Following up on two previous analyses of the efforts of Member States to solve the problems of command and control in the United Nations and its organisations, the article focuses on the latest effort, the institution of results‐based budgeting. The approach as applied to assessed budgets is critical for the maintenance of support of major contributors to the United Nations and other international organisations. After reviewing the problems inherent in previous efforts at using programme planning to control the organisation and make it accountable, the article focuses on the use of monitoring and evaluation as means of holding organisations accountable for producing results and on the conditions necessary for this to be effective. It argues that refocusing the work of the Committee for Programme and Coordination and the Office of Internal Oversight Services as its independent secretariat could make the results‐based revolution work and Member States finally to control the machine. Copyright © 2004 John Wiley & Sons, Ltd.